A

SUMMER TRAINING REPORT (501)

At

“Siddhi Vinayak Knots & Prints Pvt, Ltd [Laxmipati Sarees]”

Submitted in partial fulfilment of the requirement of the Subject
In Third Year (SEM V) for the degree of
Bachelor of Business Administration (BBA)
Submitted by:

1. Palak Jatinkumar Chevli ,2030

2. Urja Mehul Chevli ,2032
3. Het Ashokbhai Domadiya ,2046
4. Katrina Malik Lakhani ,2157
5. Almira Akbar Sonawala ,2429

Under the Guidance of

Dr. Chandni Desai

Submitted to

THE SURAT TECHNICAL EDUCATION & RESEARCH SOCIETY

SMT. KALAVATIBEN FULCHANDBHAI VAKHARIA EDUCATION COMPLEX
SASCMA English Medium Commerce College ([Link]. - [Link].) &
Shri. Hasmuklal Hojiwala College of Business Administration (BBA) &
Smt. Ushaben Jayvadan Bodawala College of Computer Application (BCA)
Affiliated To Veer Narmad South Gujarat University

Academic Year 2024-25

 Wednesday, 02 July 2025

TO WHOM IT MAY CONCERN

This is to certify that Mr/Ms. Palak Chevli, Het Domadiya, Almira Sonawala,
Katrina Lakhani and Urja Chevli students of SASCMA College of Business
Administration satisfactorily completed their Summer Internship Programme
at Siddhi Vinayak Knots & Prints [Link]. (Dyeing & Printing Unit) starting
from 28/04/25.

They were provided training/familiarization at all of our departments

including Production, Finance, HR and Marketing departments. During their
internship, they remained inquisitive and actively participated in learning
processes and functions of the respective departments.
We wish them success in their future endeavours.
For Siddhi Vinayak Knots & Prints Pvt. Ltd

Sarees]

Siddhi Vinayak Knots & Prints Pvt. Ltd.

CIN NOW U17120GJ2008PTC054684
H.O. 768, Abhishek Textile Market, Ring Road, Surat.
Ph. +91 26! 2368426/428, Fax +91 261 2370153 E-tnail sales@[Link]/ Web site
vvww./[Link] facti A-26, Central Park, G.J.D.C., Pandesara, Surat. Ph. +91 261 2894415 IN
Tested for harmful substances
Mumbai office: 57, Swadeshi Market, 1st floor, Kalbadevi road, Mumbai 400 002.
CVh.e4e.x"'
[Link].94179
 DECLARATION

We, the undersigned students of TYBBA (Sem. V), hereby declare that the Summer Training Report (STR –
DSCC - 11) “Siddhi Vinayak Knots & Prints Pvt. Ltd” submitted in partial fulfillment of the
requirements for the award of BBA from Sascma English Medium Commerce College & Shri Hanmuklal
Hojiwala College of Business Adminstration (BBA) & Smt. Ushaben Jayvadan Bodawala College of
Computer Application (BCA), Surat. The contents of this report are based on the information collected and
activities performed during the training period, under the guidance of “Mahesh Purohit”. We also declare
that we have created this report and has not been published anywhere else other than submitted to our
college BBA Department.

Date:
Place: Surat

SPID, (Roll No) Name of Student Signature

2030 Palak Chevli

2032 Urja Chevli

2046 Het Domadiya

2157 Katrina Lakhani

2157 Almira Sonawala

Sascma English Medium Commerce Collage ([Link] – [Link])

Shri Hasmukhlal Hojiwala Collage of Business Administration (BBA)
Smt. Ushaben Jayvadan Bodawala Collage of Computer Application(BCA)

i
 ACKNOWLEDGEMENT

The successful completion of project is generally not an individual effort. It is an outcome of the cumulative
efforts of number of people. This section is vote of thanks and gratitude towards all those who have directly
and indirectly contributed in their own special way towards the completion of this project.

First, I would like to thank the high esteemed Veer Narmad South Gujarat University who have designed
and brought up such an excellent techniques in BBA course that gives the practical business research
knowledge in the present scenario. We wish our heartfelt thanks to this college's principal, Dr. Ashish Desai
& Coordinator of BBA, Dr. Chandni Desai, of SASCMA English Medium Commerce College & Shri.
Hasmukhlal Hojiwala College of Business Administration (BBA) & Smt. Ushaben Jayvadan Bodawala
College of Computer Application (BCA) Surat, who always motivates us to fulfill our dreams and lead us in
the direction of growth.

I extend my heartfelt thanks to Mahesh Purohit without the support of whom we would have never completed
this report. His constant help, guidance, and continuous teaching have given us so many inputs on academic
as well as non- academic front.

We would also like to express our sincere thanks to Dr. Sonal Desai, Assistant Librarian, whose efforts
enabled us to gain valuable insights by accessing and learning from past years' reports.

We thank Mr. Hardik Wadhwani Company Mentor, at Siddhi Vinayak Knots & Prints Pvt.
Ltd [Laxmipati Sarees] Surat. For his valuable and continuous guidance throughout the training period
have been invaluable.

Date:
Place: Surat

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Shri Hasmukhlal Hojiwala Collage of Business Administration (BBA)
Smt. Ushaben Jayvadan Bodawala Collage of Computer Application(BCA)

ii
SPID, (Roll No) Name of Student Signature

2030 Palak Chevli

2032 Urja Chevli

2046 Het Domadiya

2157 Katrina Lakhani

2157 Almira Sonawala

Sascma English Medium Commerce Collage ([Link] – [Link])

Shri Hasmukhlal Hojiwala Collage of Business Administration (BBA)
Smt. Ushaben Jayvadan Bodawala Collage of Computer Application(BCA)

iii
 Executive Summary

As a students of SASCMA English Medium Commerce College & Shri. Hasmukhlal Hojiwala College of
Business Administration (BBA) & Smt. Ushaben Jayvadan Bodawala College of Computer Application
(BCA) Surat, it is a part of study for everyone to undergo a summer project at some good institute or
organization. Therefore, for this purpose, we got the opportunity of summer Training on Siddhi Vinayak
Knots & Prints Pvt. Ltd [Laxmipati Sarees], Surat. This is an attempt to collect and present how
Laxmipati’s products perform in Indian market.

General information:
Siddhi Vinayak Knots & Prints Pvt. Ltd., also known as Laxmipati Sarees, incorporated in 1984, is Laxmipati
Group's flagship company and also one of the finest textile manufacturers in India. It leads th eGroup's
garments vertical and is recognized as a popular brand throughout the country. The company produces a large
variety of quality clothing like Sarees, Kurtis, Gowns, and Shirts for a large spectrum of customers.

Production department:
At Laxmipati Sarees, the production department handles the entire process of making sarees and garments. It
includes steps like dyeing, printing, embroidery, stitching, finishing, and packing. The department works with
advanced machines and skilled workers to ensure high-quality products are made on time. All major
production activities happen under one roof, helping the company maintain speed, quality, and efficiency.

Marketing department:
The marketing department at Laxmipati Sarees focuses on understanding what customers want and promoting
products to the right audience. They do this by studying market trends, creating attractive designs, and working
closely with dealers and distributors. Instead of using TV or newspaper ads, they promote through catalogues,
personal meetings, and seminars. Their main goal is to increase sales, brand reach, and customer satisfaction.

Human Resources Department:

The HR department at Laxmipati Sarees handles hiring, training, salary, leave, and employee performance. It
ensures that workers are happy, follow company rules, and work in a positive environment. HR also connects
employees with management and helps solve any workplace issues.

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iv
Finance department:
The finance department at Laxmipati Sarees manages the company’s money and financial planning. It looks
after budgeting, payments, salaries, investments, and cost control. The team ensures that funds are used
properly and all departments get the money they need to run smoothly. It also helps in making smart decisions
to keep the business profitable and growing.

Purchase Department:
The purchase department at Laxmipati Sarees is responsible for buying raw materials like yarn, dyes, and
chemicals. It selects the right suppliers, places orders on time, checks material quality, and ensures everything
is available for smooth production. This helps control costs and avoid delays.

Safety Department:
The safety department at Laxmipati Sarees ensures a safe and accident-free workplace. It checks that all
machines, workers, and areas follow safety rules. They conduct regular training, fire drills, and provide safety
gear to employees. Their goal is to prevent accidents and create a healthy working environment.

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v
 List of Content

SR No. Content Page No.

CHAPTER 1 AIM & ESTABLISTMENT OF COMPANY

1.1 Name & Location of Company 2
1.2 Name & Location of Other Branches 3
1.3 Name of Founder 4
1.4 Establistment of The Company 7
1.5 Brief History of Company 8
1.6 Vission 9
1.7 Mission 10
1.8 Policy of Company 11

CHAPTER 2 ORGANIZATIONAL STRUCTURE OF THE COMPANY

2.1 Production Department 13
2.2 Marketing Departmentt 13
2.3 Finance Department 13
2.4 Human Resource Department 14
2.5 Organizational Chart 15

CHAPTER 3 PRODUCTION DEPARTMENT

3.1 Introduction 17
3.2 Plant Location 18
3.3 Plant Layout 19
3.4 Raw Material Used 20
3.5 System Used 21
3.6 Heavy Machinery Used 22
3.7 Product Produced 22
3.8 Production Process 23

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vi
 SR No. Content Page No.
3.8.1 TFO 39
3.8.2 Water Jet Machine 40
3.8.3 Jari Machine 40
3.8.4 Crape Machine 41
3.8.5 Folding Machine 43
3.8.6 Jumbo Rewinding Machine 43
3.8.7 Wrapping Machine 44
3.8.8 Rapier Machine 45
3.8.9 Jet Machine 46
3.9 Material Handling Qquipment Used 49
3.10 Inventory Control Method 50
3.11 Order Quantity & Reordering Level 50
3.11.1 Weaving unit (Order Quantity) 51
3.11.2 Printing Unit (Order Quantity) 51
3.11.3 Weaving Unit (Re-ordering Level) 51
3.11.4 Printing Unit (Re-ordering Level) 51
3.11.5 Embroidery Unit & Value Addition 51
3.12 CRP Plan 51
3.13 MRP Plan 52
3.14 Quality Control Techniques 53
3.15 Inspection Technique 53
3.16 Work Study 54
3.17 Time Study 54
3.18 On The Job 55
3.19 Maintainace 55
3.20 Capacity Requirement Planning 56

CHAPTER 4 MARKETING DEPARTMENT

4.1 Introduction 58

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 SR No. Content Page No.

4.1.1 Market 58
4.2 Stracture of The Marketing Department 58
4.2.1 Responsibilities 58
4.2.2 Activities of The Marketing Department 59
4.3 Major Functions od Marketing Department 59
4.3.1 Contractual 59
4.3.2 Merchandising 59
4.3.3 Pricing 59
4.3.4 Pronotion 59
4.3..6 Physical Distribution 59
4.4 List of Products 60
4.5 Marketing Plan 61
4.5.1 Brand Positionong 61
4.5.2 Product Innovaton 61
4.5.3 Digital Marketing 61
4.5.4 Event & Exhibitions 62
4.6 Major Compitiors 62
4.7 Distribution Channel 63
4.8 Product Life Stage 65
4.9 Market Segmentation 66
4.10 Positioning Strategies 66
4.11 Promotion Tools Used 67
4.12 Pricing Method 68
4.13 Export Procedure 69
4.14 CRM 70
4.15 Digital Marketing Strategy og Laxmipati Pvt Ltd 71
4.16 4P’s of Laxmipati Sarees 72
4.16.1 Product 73

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 SR No. Content Page No.

4.16.2 Place 73
4.16.3 Price 74
4.16.4 Promotion 74

CHAPTER 5 FINANCE DEPARTMENT

5.1 Balance Sheet 76
5.2 P&L 80
5.3 Ratio 84
5.3.1 Gross Profit 84
5.3.2 Net Profit 85
5.3.3 Operating Ratio 85
5.3.4 Expense Ratio , Finance Expenses Ratio 86
5.3.5 Stock Turnover Ratio 88
5.3.6 Balance Sheet Ratio 89
5.3.7 Liquid ratio 90
5.3.8 Proprietary Ratio 91
5.3.9 Debt to Equity Ratio 92
5.3.10 Quick Ratio 93
5.3.11 Capital Gearing Ratio 94
5.3.12 Long Term Funds To Assets Ratio 95
5.3.13 Fixed Asset to Proprietary Ratio 96
5. Trend Analysis Report 97

CHAPTER 6 HUMAN RESOURCE / PERSONAL MANAGMENT

6.1 Introduction 99
6.2 Recrutment 99
6.3 Selection 100
6.3.1 Selection Process 101

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 SR No. Content Page No.

6.4 No. Of Emplyees 103

6.5 Attendance Maintainance 103
6.6 Training And Development 104
6.6.1 Training 104
6.6.2 Development 105
6.7 Fringe Benefits Provided 106
6.8 Leave Rules 108
6.9 Employee Safety Mechanism 109
6.10 Specific Fund 109
6.11 Performance Appraisal 110
6.11.1 Objectives 110
6.11.2 Process 110
6.11.3 Performance Appraisal At Laxmipati 110
6.12 Wages & Salary Administration 111
6.12.1 Components Of Compensation 111
6.13 Grievance Handling Procedure 112
6.14 Stategice HRM 113

CHAPTER 7 PURCHASE DEPARTMENT

7.1 Purchase Process 123
7.2 Purchase Lead Time 125
7.3 Raw material Ordered 126
7.4 List of Suppliers 126
7.5 Re-Ordering Time 127

CHAPTER 8 SAFETY DEPARTMENT

8.1 Introduction 129
8.2 No. of Fire Extinuishers 129

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 SR No. Content Page No.

8.3 Safety Equipment Provided To Workers 130

8.4 Health And Safety Environment Policy 132
8.5 Workman Compensation Policy 132

CHAPTER 9 EXPERIENCE GAINED AND PROBLEM FACED

9.1 What did you learn? How will this experience help you in the 137
future?
9.2 Problem Faced 137
9.3 What was missing / lacking? 138
9.4 How could you have done your work better? 138
9.5 How could you have gained more experience? 139

CONCLUSION / SUMMARY 141

BIBLIOGRAPHY 142

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 List Of Table

SR No. Name Of Table Page No.

3.1 Heavy Machinery 22

3.2 Heavy Machinery 22
3.3 Capacity Reuirement Planning 56

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xii
 List Of Figures
SR No. Name of Figure Page No.

1.1 Name & Location Of Company 2

1.2 Founder 4
1.3 Founder 5
1.4 Founder 6
1.5 Brief History of Company 8
1.6 Vision 9

2.1 Organizational Chart 15

3.1 All In-House Production 17

3.2 Plant Layout 19
3.3 TPM Yarn 23
3.4 Warpping Machine 24
3.5 Weft & Warp 24
3.6 Drum 26
3.7 CWR 26
3.8 Colour Making Machine 28
3.9 Digital Printing 29
3.10 Paper Printing 30
3.11 Paper Printing 30
3.12 Roller Padding Machine 31
3.13 Flat Bed Printing Machine 32
3.14 6 Needle Machine 35
3.15 9 Needle Machine 35
3.16 15 Needle Machine 36

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xiii
 SR No. Name of Figure Page No.

3.17 Alteration Machine 36

3.18 Stone Machine 37
3.19 Stone Work 37
3.20 Foil Work 37
3.21 Ironing Machine 38
3.22 TFO 39
3.23 TFO 39
3.24 Water Jet Machine 40
3.25 Jari Machine 41
3.26 Jari Machine 41
3.27 Folding Machine 43
3.28 Jumbo Rewinding Machine 44
3.29 Wrapping Machine 45
3.30 Rapier Machine 45
3.31 Ujet 47
3.32 Long Jet 47
3.33 Jigger Jet 48
3.34 Winch Jet 48
3.35 Then Jet 49
3.36 Hand Trolley 49
3.37 Fabric Roll Lifting Trolley 49
3.38 Yarn Cone Create 49
3.39 Cop Holder 49
3.40 Fabric Inspection Table With Roller 50
3.41 Strorage Rock With Trolley 50

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xiv
 SR No. Name of Figure Page No.

4.1 Products 60
4.2 Marketing Plan 61
4.3 Competitors 63
4.4 Distribution Channel 64
4.5 Product Life Stages 65
4.6 Promotion Tools 67
4.7 Exports 69
4.8 Digital Marketing 71
4.9 4P’s 72
4.10 Place 73
4.11 Place 73

6.1 Selection 101

6.2 Faced ID Attendance Machine 103
6.3 Thumb Impression Attendance Machine 103
6.4 Training 104
6.5 development 106
6.6 Performance Appraisal 110

8.1 Safety 129

8.2 Fire Extinuishers 130
8.3 Safety Eqyuipments 130
8.4 Safety Equpments 131
8.5 Ambulance 133

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xv
 CHAPTER 1

AIM & ESTABLISHMENT OF THE COMPANY

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1
1.1 Name & location of company

• Name: Laxmipati group

• Address: Siddhivinayak knots print pvt ltd(laxmipati group),

A-26, central park, GIDC pandesara,

Pin:- 394221

• You can also search using the link below:

[Link]

Fig 1.1
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2
1.2 Name & location of company
• Name :- Sales Office (Laxmipati Sarees)
• Location:- O-2776 To 2779 , Millenium Textile Market,Ring Road,
Near Kamela Darwaja,Surat – 395002

• Name :- Corporat Office – B (Laxmipati Sarees)

• Location:- D Wing, Shop M 159 To 166,
Millennium Textile Market 2(M2),Anjana Bridge, Bhestan,
Ring Road,Surat – 395002

• Name :- Laxmipati Weaving Unit

• Location:- Plot no.1, Block no. 243-246 Notified Gate 2,
Rd Number 8, GIDC, Sachin,Surat – 394230

• Name :- Laxmipati Dyeing & Printing Unit

• Location:- A-26, Central Park, GIDC, Pandesara,Surat – 394221

• Name :- Sales Office (Laxmipati Sarees)

• Location:- 72/1, M.T. Cloth Market,Indore,Madhya Pradesh,India

• Name :- Sales Office (Laxmipati Sarees)

• Location :- 57, Swadeshi Market, 1st Floor,Kalbadevi Road,
Mumbai – 400002

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1.3 Name of Founders
➢ Mr. Sanjay Kumar Sarawagi
• Managing Director, Laxmipati Group

Fig 1.2

• Mr. Sanjay Kumar Sarawagi, the dynamic force behind Laxmipati Group, is an accomplished expert
in design, production, marketing, and business development.

With vast experience in formulating and implementing effective business strategies, he has played a
pivotal role in shaping the company’s success story.
• His visionary leadership, rooted in innovation, has transformed the traditional textile industry of
Surat, positioning Laxmipati as a trendsetter in the sector.

• A true visionary, he continues to lead the group with a future-focused mindset. His upcoming plans
include venturing into the Defence sector through technical textiles and engineering services, further
expanding the group’s impact on national development.

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➢ Mr. Manoj Kumar Sarawagi
• Director, Laxmipati Group

Fig 1.3

• Mr. Manoj Kumar Sarawagi, a Marketing graduate, is widely regarded as a gamechanger in Asia’s
textile capital, Surat. With his dynamic approach and innovative thinking, he transformed how sarees
and fabrics are marketed and sold, setting new trends in the industry.
• He leads Laxmipati Group’s global expansion and advocates strategic, sustainable growth. As part of
the group’s diversification, he ventured into the shipbuilding sector, confidently navigating through a
challenging market. His efforts led to securing a key fabrication contract from M/s L&T for
interceptor boats.
• With a strong global vision, he is committed to placing Laxmipati Group and its products on the
international stage.

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➢ Mr. Rakesh Kumar Sarawagi
• Director, Laxmipati Group

Fig 1.4

• Mr. Rakesh Kumar Sarawagi, an expert in financial management, has been a key pillar in ensuring
the financial strength and stability of the Laxmipati Group.
• He has successfully led debt and equity fundraising initiatives, keeping funding costs low and
maximizing returns for stakeholders.
• His strategic financial planning has consistently delivered value across the group.
• Despite coming from a non-technical background, his impressive technical acumen has played a
crucial role in the group’s diversification into project management, engineering services, and
the manufacturing of reactors and pressure vessels.
• His vision continues to drive growth and innovation across new sectors.

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1.4 Establishment of the Company

• Laxmipati Sarees is a well-known brand in the Indian textile industry, run by Siddhi Vinayak Knots &
Prints Pvt. Ltd. The company was started in 1984 by Shri Govindprasad Sarawagi in Surat, Gujarat.
He began with a small rented shop and a big dream to promote traditional Indian fashion. In 1991, the
company took a major step by buying its first owned retail shop in J.J. Market, Surat, marking the
beginning of long-term retail growth.

• Later, his three sons—Sanjay, Manoj, and Rakesh Sarawagi—joined the business and to its success.
Sanjay introduced the popular Makhan Crepe fabric, Manoj domestic sales, and Rakesh worked on
global exports.

• In 2006, the brand name "Laxmipati Sarees" was officially registered. To support growing demand,
the company set up a large manufacturing unit in Pandesara in 2007, bringing all work under one
roof—designing, production, and dispatch.

• Today, Laxmipati is known for quality products like sarees, kurtis, gowns, and shirts.

The company values tradition, innovation, and strong family leadership.

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1.5 BRIEF HISTORY OF COMPANY

Fig 1.5

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1.6 Vision

• Our vision is to become the undisputed leader in every sector we have venturednto, setting new
standards of excellence, innovation, and reliability.

• We aspire to not only maintain our leadership in existing markets but toontinually raise the bar by
delivering unmatched value, quality, and customersatisfaction.

• Our journey is driven by a relentless pursuit of excellence, a deep-rooted commitment to our core
values, and a bold ambition to redefine industry benchmarks.

• As we look ahead, we aim to expand our horizons beyond traditional boundaries, exploring new
markets, emerging industries, and untapped opportunities with agility and foresight.

• We are committed to building a diversified, future-ready organization that embraces change, fosters
innovation, and adapts to the evolving global business landscape.

• Through strategic partnerships, sustainable practices, and a forward-looking mindset, we envision

creating a legacy of growth, impact, and inspiration that transcends industries and generations.

Fig 1.6

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1.7 Mission
• Our mission is to consistently deliver more value than what is expected, exceeding the expectations
of our customers, partners, and stakeholders at every step of the journey. We are committed to
achieving this by upholding the highest standards of safety, quality, and operational excellence across
all aspects of our business.
• At the heart of our mission lies a deep responsibility—not only to those we serve but also to the world
we share.

• We strive to create lasting value by fostering a culture of integrity, innovation, and

accountability.
• Our teams are driven by a passion for excellence and a relentless pursuit of improvement, ensuring
that every product, service, and process reflects our dedication to superior performance and customer
satisfaction.
• Equally important to us is the commitment to environmental sustainability. We actively implement
practices that minimize our ecological footprint, promote responsible resource management, and
protect the planet for future generations.
• By integrating eco-conscious initiatives and adhering to rigorous safety measures, we aim to build a
business that is as responsible as it is successful.

• Our mission is not just about growth; it's about growing with purpose. Through thoughtful leadership,
ethical practices, and a people-first approach, we endeavor to make a meaningful difference—in the
industries we operate in, the communities we serve, and the lives we touch.

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1.8 Policy of Company
Quality, Health, Safety and Environment (QHSE) Policy
Siddhi Vinayak Knots & Prints Pvt. Ltd., Pandesara, Surat is committed to achieve;
• Prime guiding principle of customer satisfaction through dedication to manufacture and supply wide
range of sarees and dress materials and deliver them in time and every time to the taste of the customer
• Best possible performance in Health, Safety & Environment by providing and maintaining safe and
healthy workplace for the employees and for Agency workmen working for us, for customer and public.
In fulfillment of this commitment and our goal to achieve consistent quality and injury free healthy
workplace. We will strive to imbibe the culture of quality and safety in the organization.
To achieve this, we will make continual efforts to,
o Understand needs & expectations of customer at all levels
o Demonstrate visible commitment towards QHSE across all management levels starting from the
Top.
o Increase awareness and competence by training and communication to facilitate safe and healthy
working environment and achieve QHSE Objectives.
o Comply with all relevant statutory and other requirements pertaining to QHSE.
o Promote the safe behavior amongst those who work for us and openly report all the incidents, unsafe
acts and unsafe conditions.
o Promote good Housekeeping all across the Factory.
o Make aware all the persons about hazardous Chemicals & Dyes and take steps to mitigate their
effects.
o Integrate HSE at all stages of operations and projects.
o Ensure consultation and participation of workers.
• It will be our endeavor to have QHSE at the centre of every Business Planning and Decision making
process.
• We affirm that safety shall be line function on sustain basis and everybody will be responsible to achieve
the Goals & Targets in QHSE.

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 CHAPTER 2

ORGANIZATIONAL STRUCTURE OF THE

COMPANY

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2.1PRODUCTION DEPARTMENT

• The Production Department at Laxmipati plays a pivotal role in the overall functioning and success
of the company. As a leading name in the textile industry, Laxmipati is known for its commitment
to quality, innovation, and customer satisfaction—and the production unit is at the heart of these
values.
• This department is responsible for the complete transformation of raw fabric into finished, market-
ready textile products. It handles a wide range of tasks, including fabric preparation, processing,
dyeing, printing, drying, finishing, and quality assurance. Every process is executed with careful
planning and strict adherence to industry standards, ensuring that each product reflects the brand’s
signature excellence.

2.2 MARKETING DEPARTMENT

• The term market commonly refers to a place where goods and services are bought and sold. However,
in a broader sense, a market does not necessarily need to be a physical location for exchange.
• Marketing was once primarily associated with selling, but over time, its scope has significantly
broadened. It now encompasses a wide range of activities aimed at ensuring that products and services
meet consumer needs and reach the intended audience effectively.
• Today, marketing plays a critical role in every business. It involves not only promoting products but
also understanding customer needs, conducting market research, developing new products, and
facilitating overall business growth. Without marketing, no business unit can operate efficiently.
• One definition of marketing states: "Marketing is the process of identifying and interpreting consumer
needs and preferences, transforming them into product and service specifications, and creating
demand to meet these needs, thereby stimulating further growth in demand."

2.3 FINANCE DEPARTMENT

• Finance is often referred to as the lifeblood of a business. Financial management involves the process
of planning, organizing, controlling, and monitoring financial resources with the aim of
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 achieving an organization’s goals.
• The concept and functions of finance have evolved significantly over time. Historically, up until the
1940s, finance was primarily viewed as the activity of raising
capital for business operations. However, modern financial management now encompasses a broader
scope, including the management of different sources of finance, financial institutions, financial
documents, and decision-making processes related to investment and budgeting.
• Over the past 40–50 years, the role of finance has transformed, and efficient financial management
has become critical for business success. Today, finance is recognized as a central component of
strategic business management. Financial statements now play a key role in assessing a company’s
ability to generate funds, allocate resources effectively, and meet its long-term and short-term
objectives.
• Financial management is no longer just about funding; it is a core area of decisionmaking that
involves aligning individual motives and enterprise-wide goals.

2.4 HUMAN RESOURCE DEPARTMENT

• The Human Resource Management (HRM) department is an important part of any organization. It is
responsible for hiring the right people, providing training, managing salaries, leaves, and performance,
and making sure employees feel motivated and satisfied.
• HRM also ensures that the company follows all labour laws and maintains discipline. One of the most
important roles of HRM is to act as a bridge between the employees and management helping to solve
issues, share feedback, and maintain a smooth flow of communication.
• It creates a healthy work environment and supports the growth of both employees and the company.

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2.5 ORGANIZATIONAL CHART

Fig 2.1
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 CHAPTER 3
PRODUCTION DEPARTMENT

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3.1 Introduction

• The Production Department at Laxmipati plays a pivotal role in the overall functioning and success
of the company. As a leading name in the textile industry, Laxmipati is known for its commitment
to quality, innovation, and customer satisfaction—and the production unit is at the heart of these
values.
• This department is responsible for the complete transformation of raw fabric into finished, market-
ready textile products. It handles a wide range of tasks, including fabric preparation, processing,
dyeing, printing, drying, finishing, and quality assurance. Every process is executed with careful
planning and strict adherence to industry standards, ensuring that each product reflects the brand’s
signature excellence.

Figure 3.1

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3.2 Plant Location

• The main plant of Laxmipati Sarees is in Pandesara GIDC, Surat—India’s textile hub. This modern
unit handles designing, dyeing, printing, embroidery, stitching, and packing in one place. It helps
maintain quality, control costs, and speed up production, with easy access to skilled labor, materials,
and transport facilities
• Location : Siddhivinayak Knots Print Pvt ltd (Laxmipati group),

A-26, central park GIDC Pandesara,

Pin:- 394221

• Laxmipati’s weaving unit is in Sachin GIDC, Surat. It uses modern machines like Water Jet, Rapier,
and TFO for fabric weaving. Sachin is a key textile area, making it ideal for production. The woven
fabric is then sent to the main Pandesara plant for dyeing, printing, and finishing.
• Location : Plot no.1, Block no. 243-246 Notified Gate 2,

Rd Number 8, GIDC, Sachin,

Surat – 394230

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3.3 Plant Layout

Fig 3.2

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3.4 Raw Material Used

1) Fabric
• Fabric is a flexible material made by interlacing yarns or fibers, either woven, knitted, or nonwoven. It
serves as the base material for garments, home textiles, and industrial products. Natural (cotton, silk,
wool), synthetic (polyester, nylon), and blended fabric.

2) Thickeners
• Thickeners are substances added to printing pastes or dye solutions to increase their viscosity without
affecting the chemical properties. They help in controlling the flow and placement of dyes or pigments
on fabrics, essential in textile printing.

3) Chemicals
• Chemicals in the textile industry refer to a broad range of substances used in processing fibers and
fabrics. This includes agents for sizing, bleaching, scouring, dyeing, finishing, and softening. Some
chemicals such as Surfactants, bleaching agents, etc. are used.

4) Dyes
• Dyes are coloured substances that chemically bond with textile fibres to impart colour. Unlike
pigments, dyes are soluble in water or a suitable solvent. Reactive, vat, direct, acid, disperse, and
basic dyes—each used to base on fibre compatibility.

5) Glue
• In textiles, "glue" often refers to adhesive substances used to bond layers or attach decorative
elements. It can be natural (like starch) or synthetic (hot-melt adhesives, latex). Common in nonwoven
fabrics, lamination, embroidery backing, and fabric reinforcements.

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 • Other raw material used by company :

o 47/36 brt

o 80/36 brt

o 75/72 sd

o 30/12 sparkle

o 80/12 sparkle

o 50/12 sparkle

o 50/9 brt

o 44/24 nylon

o 21/1 brt mono

o 21/1 sd mono

o 21/1 brt nylon

o 55/48 bsy

o 68/48 bsy

3.5 System Used

• Laxmipati Sarees uses a Continuous Production System to make large numbers of sarees and fabrics
every day. In this system, work goes on almost 24 hours a day, 7 days a week, with very few breaks
or stoppages. This means that machines keep running and the flow of raw materials continues
smoothly from one step to another.
• The production process includes different stages like weaving, dyeing, printing, embroidery,
finishing, and packing. All these steps are connected and happen in a smooth sequence. Since the

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 same designs are made in bulk, automated machines help produce sarees quickly and in uniform
quality.
• This system is perfect for companies like Laxmipati that need to produce sarees in large
quantities for customers all over India. It saves time, effort, and cost. It also reduces mistakes
and helps the company complete orders on time.

3.6 Heavy Machinery Used

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3.8 Production Process
TPM Yarn to Fabric Process

1. TPM Yarn (Three Ply Multi-filament Yarn)

• TPM stands for Three Ply Multi-filament yarn.
• This yarn is made by twisting three thin yarns together to form one
stronger, flexible [Link] is mostly used in crape-type fabrics, known
for their soft feel and beautiful fall.
• TPM yarn gives the fabric a good stretch, strength, and resistance to
wrinkles.
Fig 3.3
2. Crape Yarn
• This is a textured yarn made by twisting and heat [Link] provides a slightly wrinkled appearance and
smooth drape.
• Used widely in fashion fabrics for sarees and women’s clothing.
• Crape yarn adds flexibility and elegance to the final fabric.

3. TPM Heat Process

• This step involves passing the yarn through a heat-setting machine.
• Heat removes any excess tension or curl in the yarn. It stabilizes the twist and gives strength to the yarn.
• The yarn becomes ready for smooth processing in further steps like winding and warping.

4. Jumbo Rewinding Machine

• After heat setting, the yarn is transferred to a jumbo rewinding machine. This machine rewinds the
yarn from smaller bobbins to larger ones (jumbo packages).
• Jumbo packages are required for long runs on high-speed weaving machines. This process ensures
continuous yarn feeding in the next stages.

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5. Warping Machine
• In warping, the yarn is arranged parallel to form the warp beam
• Thousands of threads are aligned together in a specific order.
• This process is done on the warping machine,
• which prepares the yarn for weaving.
• Warp yarn is the lengthwise thread of the fabric
.
6. Weft & Warp (Yarns Used in Weaving) Fig 3.4
• Warp yarns go up and down (lengthwise) on the machine
(loom).
• Weft yarns go side to side (crosswise) and are inserted between
the warp yarns
• Together, warp and weft yarns are woven to make fabric
• You can think of warp as the yarns that are fixed, and weft as
the yarn that moves in and out to create the fabric.
• Warp yarns must be strong because they stay under tension,
while weft yarns add width and pattern
Fig 3.5
7. Drawing Process
• In this step, each warp yarn is passed through small holes in metal parts called heald frames and reed.
This helps to set the yarns in the correct order and keeps them separate.
• Drawing is done so the yarns don’t get tangled and the weaving machine works properly. It is like
preparing the yarns for the final weaving step.
• This can be done by hand (manual) or by machine (automatic drawing)
.
8. Waving Process
• In weaving, warp and we yarns are interlocked to form the fabric.

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 • The weaving machine (like rapier, air jet, or water jet loom) moves the we yarn through the warp
yarns.
• The warp yarns move up and down, and the we yarn goes across.
• This process happens very fast on machines and makes large rolls of raw fabric.
• The final output is called greige fabric (unfinished cloth).

9. Cloth Formation
• After weaving, the fabric is rolled into cloth rolls.
• This raw fabric may have loose threads, oil marks, or minor weaving defects. It is not yet ready for market
and needs further finishing and printing.

10. Final Fabric Checking & Folding

• In the final step, the fabric goes through checking and folding :
o Fabric checking: Staff inspects the fabric roll for defects like holes, missing threads, stains, or
wrong patterns.
o Minor issues are corrected if possible.
• The fabric is then folded neatly and packed for the next process such as printing, dyeing, or direct
dispatch.
• Accurate folding and packing help in smooth storage, transport, and further processing.

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Dyeing Process

1. Drum (Raw Fabric Storage)

• The process begins with raw fabric, which is stored in large drums
or rolls.
• This fabric is unprocessed and has not gone through any treatment.
It may be in its natural color and
• texture, and it lacks smoothness, shine, and design. These fabric
rolls are carefully loaded and sent for
the next stage.

2. Heat Setting (Using Stenter Machine) Fig 3.6

• The first major treatment is heat setting using a machine called a stenter. In this step, the
fabric is exposed to hot air at controlled temperatures.
• The main purpose is to stabilize the dimensions of the fabric so that it does not shrink or get deformed
later. It also helps remove wrinkles, straightens the fabric, and prepares it for further processing like
printing and dyeing.

3. CWR (Weight Reduction Process)

• CWR stands for Caustic Weight Reduction.
• This is a chemical process where the fabric is treated with caustic
soda to reduce its weight.
• In synthetic fabrics, this process dissolves part of the fiber’s outer
layer. The result is a softer, lighter, and smoother fabric that feels
more luxurious.
• CWR is especially useful for fabrics used in fashion garments where
comfort and appearance are important.
Fig 3.7

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4. Drying (Stenter Machine Again)
• After the weight reduction process, the fabric still holds moisture. So, it is passed through
the stenter machine again for drying.
• This machine uses heat to remove all the moisture and helps in setting the fabric to the
correct width and texture. It also ensures that the fabric is completely prepared for the
printing stage.

5. Folding (Pre-Printing Preparation)

• Once the fabric is dried, it is folded properly for the printing process.
• Folding helps in organizing and transporting the fabric smoothly from one unit to another.
• Proper folding ensures the fabric doesn’t get damaged, wrinkled, or stained before printing.

6. Printing (Using Machines)

• This is a very important stage in the textile process. The printing machine applies colorful and attractive
designs to the fabric. Depending on the requirement, the unit may use digital printing, paper printing,
flatbed printing, or rotary printing machines.
• The design is transferred using special inks and pastes. This step requires high accuracy and care to produce
clear, vibrant, and long-lasting designs.
• At Laxmipati Sarees, color is very important to make the saree look beautiful.
• The company uses a special Japanese machine called the Ichinose machine to make bright and smooth
colors. This machine mixes color dyes from Colour Tex, poly gum from Hindustan Gums and
Chemicals, and water.
• The poly gum helps the color stick better to the fabric. The machine mixes everything properly to make
high-quality and long-lasting colors. These colors are then used for printing on sarees, which helps
Laxmipati make sarees that look attractive and colorful.

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 Fig 3.8

Types of printing machine :-

a) Digital Printing
b) Paper Printing
c) Roller Padding
d) Flat Bed Printing

• Digital printing is a modern and advanced method of textile printing.

• Paper printing, also known as screen printing, is a traditional and widely used method in the textile
industry for applying designs and patterns to fabric.
• The roller padding machine is an important machine used in the textile industry for processes like dyeing,
finishing, and printing.
• The bed flat printing machine is a traditional and widely used method in the textile industry for printing
detailed designs on fabric. It is called "flat bed" printing because the fabric is laid flat on a printing table
or bed during the process.

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 a) Digital Printing
• Digital printing is a modern and advanced method of textile printing.
• In this process, designs are created using computer software. These designs are directly printed on fabric
using large inkjet printers with special textile inks.

• First, the fabric is pre-treated to help absorb the ink properly. Then, the printer sprays the ink onto the fabric
according to the digital design.
• After printing, the fabric goes through a heating or steaming process to fix the colors Digital printing gives
sharp, colorful, and high-resolution prints.
• It is best for customized designs, short production runs, and multicolor patterns.
• There is 16 heads in the digital printing machine.

Fig 3.9

b) Paper Printing (Screen Printing)

• Paper printing, also known as screen printing, is a traditional and widely used method in the textile
industry for applying designs and patterns to fabric.
• This process uses a stencil or mesh screen to transfer ink onto the fabric.

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• Each color in the design has a separate screen. First, the design is created and divided into color layers.
Then, a screen is prepared for each color using a photographic process.
• The fabric is laid flat on a printing table or machine, and the screen is placed on top of it. Ink or printing
paste is poured onto the screen and spread using a rubber blade called a squeegee. The ink passes through
the open areas of the screen and gets printed on the fabric.
• After one color is applied, the fabric is dried or cured to prevent smudging before the next color is added
using another screen. This process is repeated for each color in the design.
• After printing is completed, the fabric is dried and heat-cured to fix the colors properly.
• In some cases, steaming or washing is also done to remove excess chemicals or improve softness.
• Screen printing is suitable for bold and vibrant designs and is commonly used for T-shirts, sarees,
bedsheets, and more. It is ideal for large-scale production because of its consistency and cost-effectiveness.
Though it takes time to prepare screens, it gives excellent results for bulk orders and simple patterns with
a limited number of colors.

Fig 3.10 Fig 3.11

• Screen printing is suitable for bold and vibrant designs and is commonly used for Tshirts, sarees,
bedsheets, and more. It is ideal for large-scale production because of its consistency and cost-
effectiveness. Though it takes time to prepare screens, it gives excellent results for bulk orders and simple
patterns with a limited number of colors.

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c) Roller padding machine

• The roller padding machine is an important machine used in the textile industry for processes like dyeing,
finishing, and printing. Its main function is to apply dyes, chemicals, or printing pastes evenly across the
surface of fabric in a continuous and efficient way. This method is commonly used in large-scale
production because it provides uniform results, saves time, and reduces manual work.
• The process starts by preparing a solution of dye, chemical, or paste depending on the purpose—whether
for coloring the fabric, applying a soft finish, or fixing printed designs.
• The fabric is first passed through a trough or tank containing this solution. As the fabric absorbs the liquid,
it moves forward and enters between two or more rollers. These rollers are placed very closely and apply
pressure on the fabric to squeeze out the extra liquid. This step is called padding. It ensures that the liquid
is distributed evenly throughout the fabric, and the required amount is absorbed into the fibers.
• The pressure of the rollers can be adjusted according to the thickness and type of fabric.
• After padding, the fabric is dried in a dryer or sent for further heat setting or steaming to fix the chemical
or dye permanently. This process helps in improving fabric quality, color brightness, softness, and
strength. It is also used before printing to prepare the fabric surface for better ink absorption.
• Roller padding is highly preferred in industries because it allows fast production, reduces wastage of
chemicals, and ensures consistent results across large fabric rolls.
• It is suitable for cotton, polyester, blends, and other types of textiles. This process plays a vital role in
ensuring high-quality output in textile manufacturing.
• Production of this machine is 20,000 mtr per day.

Fig 3.12

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d) Flat bed Printing Machine
• The bed flat printing machine is a traditional and widely used method in the textile industry for printing
detailed designs on fabric. It is called "flat bed" printing because the fabric is laid flat on a printing table
or bed during the process.

• This method is suitable for both small and large-scale production, especially when the designs are
complex and multi-colored.

• In this process, the fabric is first prepared and laid smoothly on a long flat table.

• The design to be printed is separated into different colour parts, and each colour is applied using a separate
screen. The screens are made using mesh stencils with open and closed areas that control where the ink
will go.

• The screen is placed carefully over the fabric, and a printing paste or ink is poured on top of it.

• Using a rubber blade called a squeegee, the ink is pressed through the open areas of the screen, transferring
the design onto the fabric. After printing one color, the fabric is moved slightly, and the next screen is
used for the second color. This process is repeated for all the colors in the design.

Fig 3.13

• Once the printing is completed, the fabric is passed through a dryer or heat chamber to cure or fix the ink
so that it becomes permanent and does not wash off.

• Sometimes, additional processes like steaming or washing are done to improve fabric softness and
colorfastness.
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 • The bed flat printing machine is known for its accuracy and ability to handle detailed designs with
precision. Though it is slower than rotary printing or digital printing, it is still used widely for high-quality
fabric printing such as sarees, dress materials, home textiles, and furnishing fabrics.

• Production of flat bed printing machine is 30,000 mtr per day.

7. Loop (Resting Period)

• After printing, the fabric is not immediately washed. Instead, it is passed into a looping system,
where it is allowed to hang in loops and rest for a specific period. This resting time helps the
colors and chemicals to fully penetrate and settle into the fabric. It also helps avoid shrinkage or
distortion in the next steps.

8. Loop Washing
• Next, the fabric goes through loop washing, a gentle washing process done while the fabric is still in loop
form.

• This helps remove any extra dyes, printing pastes, or chemical residues. Washing also improves softness,
brightness, and overall quality. Loop washing protects the fabric from damage because the structure is
supported throughout the wash.

9. Final Finishing (Stenter Machine Again)

• After loop washing, the fabric enters the final finishing stage, again using a stenter machine. In this phase,
softeners, fragrance treatments, and anti-static or anti-shrink coatings may be applied.
• This process improves the feel, fall, texture, and shine of the fabric. It also fixes the final width and gives
the fabric a ready-to-use appearance.

10. Final Folding and Dispatch

• Once finishing is complete, the fabric is folded neatly, labeled, and packed. It is now ready for dispatch
to customers, showrooms, or stitching units.
• The finished product looks attractive, feels soft, and meets industry quality standards.
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 Embroidery Process

1. Printing Department
• The process begins when the sarees come from the printing department. Here, beautiful patterns are
printed on the fabric using different methods like digital printing, paper printing, roller printing, or
flatbed printing. These methods help create colorful and attractive designs.
• After printing, the fabric is dried and passed on to the next department for embroidery work.

2. Embroidery and Fall Stitching (UNIX and Aura Machines)

• Once the printing is complete, the sarees are sent for embroidery work and fall stitching.
• The embroidery is done using UNIX and Aura automatic embroidery machines, which create detailed
and eye-catching designs with threads, sequins, or jari. Embroidery makes the saree more decorative
and suitable for festive or wedding wear. Along with this, a small strip of fabric called a fall is stitched
to the bottom edge of the saree. This is called fall stitching, and it helps give the saree proper weight
and better draping when worn.

• Types Of Embraidary Machine

a) 6 Needle Machine
b) 9 Needle Machine
c) 15 Needle Machine

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a) 6 Needle Machine

• The 6-needle embroidery machine is a basic machine that

can hold six different thread colors at once.
• It is mostly used for simple and small embroidery designs.
This type of machine is suitable for small-scale production
or customized pieces. However, if a design requires more
than six colors, the thread has to be changed manually,
which takes extra time. Fig 3.14
• It is best for designs with limited color use.

b) 9 Needle Machine

• The 9-needle machine can hold nine threads of

different colors.
• It is a step up from the 6-needle machine and is used
for medium-level embroidery. This machine allows a
wider range of designs without needing frequent thread
changes.
• It is suitable for medium production units where both speed and
color variety are needed. It offers more efficiency than the 6-
needle machine.
Fig 3.15

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c) 15 Needle Embroidery Machine
• The 15-needle embroidery machine is a high-capacity
machine that can use fifteen different thread colors at the
same time.
• It is used for large-scale embroidery work, especially for
detailed and colorful designs on sarees, dupattas, and dress
materials.
• This machine helps save time because there is no need to
stop and change threads often. It is ideal for high-speed
productio and is commonly used in large textile companies.
Fig 3.16

3. Alteration and First Quality Check

• After embroidery and fall stitching, the sarees go for alteration

and quality checking. In this stage, trained workers check if there
are any extra threads, loose stitches, or small mistakes in the
embroidery. If any problems are found, they are fixed
immediately.
• The sarees are checked for fabric quality, print alignment,and
stitching neatness. This ensures that the saree looks neat and
clean before moving to the next step.

Fig 3.17

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4. Stone Work
• Next, the sarees go through the stone work process. In this step, shiny stones, beads, or small
decorative items are attached to the saree. These stones are fixed using either handwork or
special machines, depending on the design.
• Stone work adds sparkle and makes the saree look more glamorous. This is a very delicate
process, and workers have to be careful to place each stone properly. This step is especially
important for bridal or party-wear sarees.

Fig 3.18 Fig 3.19

5. Foil Work
• In this step, foil designs are applied to the saree using heat
and pressure.
• A shiny, metallic foil is pressed onto the fabric to create
decorative patterns.
• This adds a glittery, attractive look to the sarees and makes
it stand out.
• Foil work is usually done on borders, pallu, or other design
areas to give a rich and modern appearance.
Fig 3.20
6. Value Addition
• This step includes adding extra decorative elements to increase the beauty and value of the saree.
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 • It may include things like latkans (tassels), extra embroidery, lace, gota patti, or special handwork. These
additions make the saree more attractive, stylish, and suitable for occasions like weddings or parties.

7. Final Checking
• After foil and value addition work is completed, the saree goes through final checking. In this step,
workers carefully inspect the saree to ensure everything is neat and no stones are missing, embroidery
is fine, and there are no stains or damages.
• This step ensures the saree is ready for final packing.

8. Ironing & Dispatch

• In the final step, the saree is carefully ironed using steam or heat press machines to remove any
wrinkles and give it a smooth, fresh look. This makes the saree look neat and attractive.
• After ironing, the sarees are folded properly and packed in transparent plastic covers or
brand packaging.
• Finally, the packed sarees are sent to the dispatch department, where they are arranged and
shipped to wholesalers. This step ensures the sarees are ready for sale in perfect condition

Fig 3.21

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3.8.1 TFO (Two-For-One Twister)
• Process at Laxmipati Group plays a vital role in producing twisted yarn, which is essential for making
durable fabrics. It begins with the TPM yarn area, where the yarn is prepared and set up for twisting.
• The raw cops filling stage follows, where the raw yarn is wound onto cops (spools) in preparation for
the twisting process.
• The twisting is done using a TFO machine, which adds strength and texture to the yarn. Once twisted,
the yarn is a twisted yarn, strong enough for weaving or other textile operations.
• To set the twist and stabilize the yarn, it is then subjected to steaming. Finally, the twisted yarn is
straightened, making it ready for subsequent processes like weaving or dyeing.
• This process ensures the yarn's quality and durability, which is a key factor in Laxmipati Group's textile
production.

Fig 3.22 Fig 3.23

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3.8.2 Water Jet Weaving
• Then, a water jet carries the weft yarn across the warp yarns with controlled water pressure. The shedding
mechanism separates the warp yarns to create space for the weft.
• The water jet picks the weft and inserts it into the shed. After that, a reed pushes the weft yarn into
place, ensuring a tight and even fabric.
• Finally, the woven fabric is rolled onto a fabric beam, while the warp yarns continue to unwind,
keeping the tension steady.
• This process is fast and ideal for lightweight fabrics with detailed patterns, offering smooth operation
and high-quality results.

Fig 3.24

3.8.3 Jari Machine

• The Jari Machine at Laxmipati Group is used to produce decorative jari yarn, which is commonly
used in sarees, ethnic wear, and fancy textiles.
• The process begins with loading core yarn (usually polyester or nylon) into the machine, which
serves as the base around which the metallic film or foil is wrapped.
• The metallic film, made from materials like polyester coated with aluminum, comes in various colors
such as gold, silver, and red, depending on the desired effect

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 • The machine wraps the metallic film spirally around the core yarn. The wrapping density and angle
can be adjusted to achieve different glitter effects and strength.
• In some cases, the yarn is twisted after wrapping to add texture and increase its durability. The
wrapped yarn then goes through a heat setting process, where it is passed through a steam or heat
chamber to permanently fix the metallic wrap, preventing it from unraveling during later processes
like weaving or washing.
• Finally, the finished jari yarn is wound onto bobbins or cones, ready for use in the weaving process.

Fig 3.25 Fig 3.26

• The yarn undergoes quality checks to ensure it is uniform, tightly wrapped, and has the desired sparkle.
There are different types of jari produced, including flat jari, which is a tightly wrapped metallic strip,
and twisted jari, which adds extra texture.
• The metallic layer is also tested for color fastness to ensure it doesn't peel or fade.

3.8.4 Crape Machine

• The Crape Machine is used to produce crape fabric, which is known for its textured, crinkled surface.
The process begins with selecting high-twist yarns, made of materials like polyester, nylon, or viscose,
as the twist is essential for the crêpe texture.
• If the yarn isn't pre-twisted, it's fed into a twisting unit to impart a high twist, typically in S-twist or Z-
twist forms.
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• Once the yarn is prepared, it is either woven or wrapped onto the crape machine where tension is carefully
controlled.
• Then, the fabric is exposed to controlled heat or steam to set the twist, which causes the yarn to shrink
and form the distinctive crinkled texture of crêpe fabric.
• Afterward, the fabric is cooled and relaxed to settle into its final form, and softeners may be applied to
enhance its feel. Finally, the crape fabric is inspected for texture consistency, strength, and quality before
being wound into rolls or folded.
• The result is a lightweight, flowy fabric with a rich, slightly elastic texture, ideal for festive or formal
wear. Key quality checks ensure uniformity in twist, texture, and durability.
• This process is an essential part of fabric production at Laxmipati Group and contributes to their unique
product line.
• Finally, the crape fabric is inspected for texture consistency, strength, and quality before being wound
into rolls or folded.
• The result is a lightweight, flowy fabric with a rich, slightly elastic texture, ideal for festive or formal
wear. Key quality checks ensure uniformity in twist, texture, and durability.
• This process is an essential part of fabric production at Laxmipati Group and contributes to their unique
product line.

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3.8.5 Folding Machine
• The Folding Machine is used to neatly fold the finished fabric after weaving and processing.
• In this process, the fabric is first unwound from a roll and then passed through a series of rollers and
sensors that align and straighten it.
• The machine then folds the fabric in a zigzag or flat style, depending on the requirement.
• This helps in easy handling, inspection, packing, and transportation. Folding ensures the fabric does not
get creased or damaged and is ready for the next stage such as packing or delivery.

Fig 3.27

3.8.6 Jumbo Rewinding Machine

• The Jumbo Rewinding Machine plays a crucial role in the textile production process at Laxmipati Group,
especially after the fabric is woven.
• Once the fabric is produced on the loom, it is initially rolled in smaller batches. These rolls are then
transferred to the Jumbo Rewinding Machine, where the fabric is carefully unwound and rewound into
larger, uniform rolls known as jumbo rolls.
• The primary purpose of this process is to maintain consistent tension, remove minor wrinkles, and
ensure the fabric is neatly aligned.
• This process helps in early identification of quality issues, reducing waste and improving efficiency in
the later stages. The machine is equipped with sensors and controls to adjust speed and tension based
on the fabric type and thickness.

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 • The final jumbo rolls are easy to handle and suitable for large-scale operations like dyeing, printing,
or packaging. Rewinding also ensures that the fabric edges remain clean and straight, which is
essential for aesthetic quality and cutting precision. Overall, the Jumbo Rewinding Machine supports
both quality control and smooth workflow in the production cycle.

Fig 3.28

3.8.7 Wrapping Machine

• The Wrapping Machine is usedin the textile industry to prepare the warp beam, which is an essential
component for the weaving process.
• In this process, multiple yarns from cones or bobbins are pulled together in a parallel and uniform
manner and wound onto a large beam known as the warp [Link] also helps in maintaining consistency
in fabric quality by organizing the yarns in a neat and controlled way.
• This beam is later mounted on weaving machines like water jet
looms. The wrapping machine nsures that each yarn is tensioned
correctly and aligned precisely to avoid any breakage or weaving
defects during production.
• Proper wrapping allows for smoother and faster weaving, reduces downtime, and improves productivity.
Overall, the wrapping machine prepares the yarns in a form suitable for continuous and efficient fabric
weaving.
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 Fig 3.29

3.8.8 Rapier Machine

• The Rapier Machine is used in the textile industry for weaving fabrics from yarns.
• This machine operates on the principle of using a pair of rapier bars to insert the weft yarn across the
warp yarns.
• The process begins by loading the warp beam (holding the lengthwise yarns) into the loom.

Fig 3.30

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 • The rapier bars, which are typically made of lightweight, durable materials, are used to carry the weft
yarn through the shed (the gap formed by lifting warp yarns). One rapier bar picks up the weft yarn from
one side of the loom and passes it across the shed, where the second rapier bar takes over to insert the
weft completely through the warp.
• This process is repeated for each row of fabric. The rapier machine is known for its ability to handle
a variety of yarns, including delicate and complex materials, producing highquality fabrics with
consistent texture and finish.

3.8.9 Jet Machine

• A Jet Machine is used in the textile industry for dyeing fabric. In this machine, the fabric moves through
a jet of water and dye at high speed. This helps the dye to spread evenly on the fabric.
• Jet machines are mainly used for soft, delicate fabrics like polyester and synthetic materials.
• The process is fast, smooth, and uses less water compared to older methods. It also helps to avoid fabric
damage and gives a good, even colour.
• There are many types of jet machine like then jet machine, long jet machine, Ujet machine, jiger jet
machine, winch.

a) Ujet
b) Long jet
c) Then jet
d) Jigger jet
e) Winch jet

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a) Ujet Machine
• Ujet is a modern dyeing machine used to dye soft fabrics like
polyester and synthetic materials. It works with high speed jet
flow and controlled temperature to ensure even color spread across
the fabric.
• The fabric continuously moves inside the machine while being
dyed, which prevents creasing or damage. Ujet machines are
known for energy efficiency, low water use, and good dye
absorption.
Fig 3.31
b) Long jet
• This machine has a longer tube than the regular jet dyeing machine. It is used for long fabric lengths, like
sarees or large rolls.
• The fabric is gently pushed and dyed through the long chamber, making it good for batch dyeing with
even results .

Fig 3.32

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c) Jigger jet
• This machine dyes fabric by passing it back and forth between two rollers through a dye bath. It gives
deep and controlled dyeing, mostly for woven fabrics like cotton, rayon, or blends.
• It’s suitable for materials that require careful handling.

Fig 3.33

d) Winch jet machine

• The Winch jet machine uses a winch roller to move the fabric
in a loop through the dye bath.
• It is used for delicate fabrics like silk, wool, and georgette.
The movement is slow and gentle,which helps in maintaining
the fabric’s softness and strength.

Fig 3.34

e) Then Jet Machine

• This is an advanced high-performance dyeing machine.
• It gives better control over fabric tension, dye flow, and temperature.
• It reduces fabric creasing and improves dyeing consistency for various fabric types.

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 Fig 3.35

3.9 Material Handling Equipment used

1. Hand trolley 2. Fabric Roll Lifting Trolley

Fig 3.36 Fig 3.37

3. Yarn Cone Create / Bins 4. Bobbine Trolley / Cop Holder

Fig 3.38 Fig 3.39

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 5. Fabric Inspection Table With Roller 6. Srorage Rack With Trolleys

Fig 3.40 Fig 3.41

3.10 Inventory Control Method

• Laxmipati Sarees uses a made-to-order system, which means they start making sarees only after receiving
confirmed orders from their dealers, partners, and distributors. This helps them avoid keeping too much
stock.
• These dealers give useful information about what designs are in demand, which colors people like, and
what’s trending in different regions. Based on this, Laxmipati produces only what is needed.
• This method helps the company: o Save money by not making extra stock
o Avoid waste or unsold items
o Respond quickly to fashion changes or festivals
o Deliver fresh collections on time
• Instead of guessing what customers might want, Laxmipati waits for real orders and then starts
production. This keeps their inventory small and efficient, and improves their cash flow.

3.11 Order Quantity & Reordering Level

• For ordering raw materials, Laxmipati Sarees uses an inbuilt ordering system which notifies the
purchase team whenever the particular raw materials reach the safety stock level.

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 3.11.1 Weaving Unit (Order Quantity)
• YARN is procured in quantities ranging from 500 kilograms to 1 ton per month from over 45+ suppliers.

3.11.2 Printing Unit (Order Quantity)

• Poly gum powder is procured in quantities ranging from 900 to 1ton per month from Hindustan Gums &
Chemicals.

• Colour liquid is procured from Colourtex in quantities 6000kgs per month. Transfer paper, required for
digital printing is procured in quantities 120,000 meters per month.

3.11.3 WEAVING UNIT (Re-ordering level)

• When the raw materials stock of YARN reaches the safety stock level which is 200kgs, the company
reorders it which gives, which also includes the lead time of 3 days.

3.11.4 PRINTING UNIT (Re-ordering level)

• When the Polygum powder stock reaches, the safety stock level of safety stock of 200kgs the system
notifies the purchase team, and its orders again. When the stock of colour liquid reaches the safety stock
8000kgs, which gives the lead time of 1 month.

3.11.5 EMBROIDERY UNIT & VALUE ADDITION (Order Quantity & Reordering level)

• Embroidery units consumes various raw materials such as threads, stones, beads, leads, foil paper, gum
paper, and many more which have different order quantities and re-ordering level as per the demand
and design of sarees.

3.12 CRP Plan (Capacity Requirement Planning)

• CRP means planning how much machine time, workers, and hours are needed to complete the
production tasks as per the schedule.
• Key Points in Simple Words:
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 • CRP checks if the company has enough machines and manpower to complete the planned work on time.
• It helps identify if:
o Any machine or worker is underused (not enough work)
o There are any bottlenecks or delays in production
o CRP is useful for both short-term and long-term planning.

• Example:
o Laxmipati uses CRP to ensure that its printing machines and staff can meet the daily saree production
target. If there are too many orders and not enough machines or workers, the company adjusts the
schedule or adds extra resources.
o This helps the company keep production running smoothly and on time without delays or resource
waste.

3.13 MRP Plan (Material Requirement Planning)

• MRP means planning to make sure all the materials needed for production (like fabric, dyes, yarn, etc.)
are available on time and in the right quantity.
• Key Points in Simple Words:
o It helps avoid production delays by making sure materials arrive before work [Link] ensures the
company orders only what is needed—not too much,not too little.
o MRP matches the material supply with the production schedule, so machines and workers are never
sitting idle.
• Example:
o Laxmipati uses MRP to order dyes and yarn in advance for the next week’s production. This way, the
materials are ready when needed, and saree-making doesn’t stop or slow down.
o By using MRP, the company avoids extra storage costs and keeps everything running smoothly, on time,
and efficiently.

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3.14 Quality Control Techniques
• Quality control techniques are tools used in factories to check and maintain product quality during
production. These techniques help make sure that the final product meets the required standards every
time
• Key Points in Simple Words:
o Control charts are used to track the production process and find any changes or mistakes early.
o Pareto analysis helps identify the main reasons for defects, so the company can fix the biggest problems
first. These tools make sure the products are consistent, safe, and of good quality.

• Example:
o Laxmipati uses check sheets and control charts during fabric production to monitor quality at every step.
If a problem is found, it is corrected quickly, so the final sarees meet the company’s high standards.
o Using such techniques helps reduce errors, avoid waste, and keep customers satisfied with the product.

3.15 Inspection Technique

• Inspection techniques are methods used to check product quality at different stages of production. These
checks help make sure that the final product is free from defects and meets company standards.
• Key Stages in Simple Words:
1) Raw Material Inspection
2) In-Process Inspec on
3) Final Product Inspection
4) Pre-Dispatch Inspection / Packaging Inspection

1) Raw Material Inspection:-

• Before production starts, materials like yarn, dyes, and fabrics are checked to make sure they
are of good quality.

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 2)In-Process Inspection:-
• During production, quality is checked at different steps. For example, checking fabric tension,
print alignment, and dye consistency. This helps find problems early and fix them.
3) Final Inspection:-
• After production is complete, the final product is carefully checked for issues like stains,
holes, or wrong stitching before it is packed and sent out
4) Pre-Dispatch Inspection:-
• Before sending the product to customers, the company checks the packaging, labels, folding, and
product details one last time. This step makes sure everything is correct and well-presented before
delivery.

3.16 Work Study

• Work study means looking closely at how work is done in a company to make it better and
faster. It helps to reduce waste, save time, and use resources properly.
• There are two main parts of work study:
1) Method Study – It finds a be er way to do a job by removing unnecessary steps.
2) Time Study – It checks how long each step takes and finds the best me to finish a task.

Example:
o At Laxmipa , they used work study to improve the layout of machines, so workers walk less
and finish work faster. This saved me and made produc on smoother.
o Work study helps increase efficiency, lower labour costs, and make the overall process be er.

3.17 Time Study

• Time study means checking how much time a worker takes to finish a task. It helps the
company decide the standard time needed to do that work properly.
• By watching and recording each step, the company can find the best time needed to complete a
task under normal conditions.

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 • This helps in:
o Planning and scheduling work better
o Measuring worker performance
o Finding and fixing delays or slow steps Example
• At Laxmipati, the time taken to press or finish one saree is recorded. This helps set a proper time
limit for that task and shows if anything is slowing down the process.
• Time study makes the work faster, more organized, and helps ensure the sarees are ready on time
without reducing quality.

3.18 On The Job

• At Laxmipati Sarees, the majority of their machinery is sourced internationally, reflecting
their commitment to utilizing advanced technology to produce highquality sarees. And for
that, it is crucial to provide comprehensive on-the-job training (OJT) to both employees
and supervisors.
• For employees, OJT is administered by their immediate supervisors, who provide
guidance and support to enhance their skills and productivity. Supervisors themselves
receive specialized OJT from the master of the particular unit, ensuring they have a deep
understanding of the equipment and processes they overseas.
• Each skilled employee at Laxmipati Sarees undergoes rigorous training tailored to their
specific role. This training is designed to empower them with the expertise needed to
maintain the high standards of craftsmanship and quality that their brand is known for.

3.19 Maintainace
• At Laxmipati Sarees, they prioritize the maintenance of their machinery to ensure optimal
performance. Domestically sourced machines undergo thorough maintenance every month,
preventing potential issues and ensuring smooth operations. In addition to scheduled
maintenance, day-to-day upkeep is conducted regularly.

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 • This proactive approach helps in early detection of issues and minimizes downtime, contributing to
their overall productivity and reliability. Through these practices, they uphold the high standards of
quality and efficiency that define Laxmipati Sarees.

3.20 Capacity Requirement Planning

• It is used to check whether you have enough machine and manpower capacity to meet the production
schedule (MPS).

UNIT NO. OF NO. OF CAPACITY/

MACHINES
EMPLOYEES DAY

WEAVING 416 100,000 meters

UNIT

DYEING UNIT 50 120,000 meters

PRINTING UNIT 10 120,000 meters

EMBROIDERY 200 TOTAL 300,000 meters

UNIT EMPLOYEE:

1500+

Table 3.3

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 Chapter 4

Marketing Department

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4.1 Introduction
4.1.1 Market:
• The term market commonly refers to a place where goods and services are bought and
[Link], in a broader sense, a market does not necessarily need to be a physical
location for exchange.
• Marketing was once primarily associated with selling, but over time, its scope has
significantly broadened. It now encompasses a wide range of activities aimed at ensuring
that products and services meet consumer needs and reach the intended audience effectively.
• Today, marketing plays a critical role in every business. It involves not only promoting
products but also understanding customer needs, conducting market research, developing
new products, and facilitating overall business growth. Without marketing, no business unit
can operate efficiently.
• One definition of marketing states: "Marketing is the process of identifying and interpreting
consumer needs and preferences, transforming them into product and service specifications,
and creating demand to meet these needs, thereby stimulating further growth in demand."

4.2 Structure Of The Marketing Department

4.2.1 Responsibilities
• Ensuring customer satisfaction by maintaining and improving the quality of products.
• Reporting directly to the General Manager and the designated Proprietor in charge.
• Working towards increasing overall sales volume.
• Managing and implementing the company’s discount policies effectively.
• Overseeing and maintaining accurate customer account records.

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 4.2.2 Activities of the Marketing Department
• The primary role of the marketing department is to carry out promotional activities aimed at boosting
sales.
• It works to build brand awareness and highlight product quality and value.
• The department strives to meet sales and marketing targets set by top-level management.
• It plays a vital role in driving the organization's overall sales growth.
• The department aims to maximize market reach through strategic promotional campaigns and advertising
efforts that enhance product visibility and consumer awareness

4.3 Major Functions Of Marketing Department

4.3.1 Contractual
• Identifying and establishing connections with potential buyers and sellers.

4.3.2 Merchandising
• Aligning products with customer needs and preferences based on market demand.

4.3.3 Pricing
• Determining the most competitive and profitable pricing strategy.

4.3.4 Promotion
• Convincing potential customers to choose the company and its products through effective promotional
strategies.

4.3.5 Physical Distribution

• Managing logistics, including transportation, warehousing, and inventory control to ensure
timely product delivery.
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4.4 List Of Products
• Laxmipati specializes in:
1. Sarees (printed, embroidered, designer)
2. Kurtis
3. Lehengas
4. Gowns
5. Dress Materials
6. Shirts (for men)

Fig 4.1

• Under their sub-brand Laxmipati Private Limited is renowned for its diverse range of ethnic
wear products that reflect the cultural richness and craftsmanship of India.
• The core offerings include sarees, salwar suits, kurtis, lehengas, gowns, and dress materials.
Laxmipati’s saree collection, in particular, has achieved iconic status across India, recognized
for highquality fabrics like chiffon, georgette, silk, and cotton.
• Recently, the company expanded into men’s clothing, adding stylish and formal shirts to its
product mix. Each product is designed by an in-house team of over 100 designers who focus on
intricate detailing, embroidery, and seasonal themes.
• The marketing department plays a pivotal role in coordinating new product launches,
showcasing collections through fashion shows, catalogues, and online campaigns that resonate
with regional and national audiences.

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60
4.5 Marke ng Plan

Fig 4.2

4.5.1 Brand Positioning

• Laxmipati positions itself as a premium yet accessible ethnic wear brand.

4.5.2 Product Innovation

• Frequent updates in collections according to seasonal fashion trends.

4.5.3 Digital Marketing

• Utilizes social media (Instagram, Facebook), online ads, and influencer collaborations.

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61
 4.5.4 Events & Exhibitions
• Participation in textile expos and fashion events.

• Laxmipati’s marketing strategy is founded on a customer-centric model that blends

traditional Indian values with modern branding practices.
• The company follows an integrated marketing communication (IMC) approach, combining
television, print, online media, and BTL (BelowThe-Line) promotions. Its seasonal marketing
plans are aligned with major Indian festivals like Diwali, Navratri, and Eid, featuring product
launches and promotional campaigns designed to boost sales during peak shopping periods.
• The marketing team conducts detailed market analysis and customer research before
launching new collections. Brand consistency is maintained across all customer touchpoints,
including packaging, retail displays, and digital ads.
• Marketing budgets are allocated based on data-driven ROI projections, with digital marketing
accounting for an increasingly significant share due to the rise in ecommerce and online
buying behaviour.

4.6 Major Competitors

• Saree Mandir
• Pothys
• BharatSthali
• Meena Bazaar
• Other Surat-based textile giants like Vishal Prints, Triveni, etc.
• The Indian ethnic wear market is highly competitive, and Laxmipati faces significant challenges from
both established brands and local textile players. Key competitors include brands such as Meena Bazaar,
Biba, Vishal Prints, and Triveni.
• Laxmipati differentiates itself through its focus on superior fabric quality, exclusive designs, and a deeper
connection with traditional Indian aesthetics. The marketing team conducts regular SWOT (Strengths,
Weaknesses, Opportunities, Threats) analyses to identify gaps and potential areas of growth. Competitive

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62
 benchmarking is carried out in terms of pricing, design innovation, promotional strategies, and customer
engagement tactics.
• Laxmipati maintains an edge by investing in proprietary design innovations and offering timely responses
to changing fashion trends, supported by a robust inhouse production and design infrastructure.

Fig 4.3

4.7 Distribution Channel

1. 150+ wholesale depots
2. 600+ retail depots
3. 500+ dealer networks across India
4. Online store ([Link])

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63
5. Reseller platform: “Laxmi Shakti”Laxmipati’s success is deeply rooted in its wellstructured and
multi-tiered distribution network.

Fig 4.4

• The company operates through a combination of wholesale depots, retail outlets, and online platforms.
• Products are supplied to over 500 distributors across India, ensuring availability in even the most
remote locations. The retail presence is bolstered by company-owned showrooms and multi-brand
retail partnerships.
• Online, Laxmipati has a strong presence via its official website and third-party e- commerce platforms
like Amazon, Flipkart, and Myntra.
• An innovative initiative called “Laxmi Shakti” empowers women resellers via a dedicated mobile app,
promoting self-employment and extending reach into tier-2 and tier-3 cities.
• The marketing department supports the distribution team with region-specific promotional material,
product training, and branding support.

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64
4.8 Product Life Stages (Product Lifecycle Cconcept)

Fig 4.5

1) Introduction
2) Growth
3) Maturity
4) Decline

1. Introduction Stage
• Product Launch:- Laxmipati Sarees began as a modest retail store in Surat in 1984,introducing its
unique saree designs to the market.
• Marketing Efforts: Initial efforts focused on building brand awareness and establishing a customer
base.

2. Growth Stage
• Market Expansion:- The brand expanded its presence across India, increasing production
capacity and diversifying its product range.
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65
 • Brand Recognition:- Laxmipati Sarees gained popularity for its quality and designs,leading to
increased sales and market share.

3. Maturity Stage
• Market Saturation:- With widespread recognition, the brand focused on retaining its customer base
through consistent quality and innovation.
• Product Diversification:- Introduction of new designs and fabrics to cater to evolving customer
preferences.

4. Decline Stage
• Market Challenges:- Facing competition and changing fashion trends, the brand may experience
a decline in certain product lines.
• Strategic Decisions:- Decisions to revamp or discontinue specific saree collectionsbased on market
response.

• Introduction Phase:- Heavy promotion of new collections via social media and influencers.
• Growth & Maturity:- Focus on volume sales through retail and B2B.
• Decline:- Discounts, clearance sales on older designs.

4.9 Market Segmentation

• Demographic: Women aged 18–60, fashion-conscious, middle to upper-middle class.
• Geographic: Primarily India, with a growing base in the Middle East and other international markets.
• Psychographic: Traditional and modern values, occasion-based dressing (festivals, weddings).

4.10 Positioning Strategies

• Positioned as a fashion-forward, quality ethnic brand.
• “Elegance with Tradition” theme is often reflected in their advertising.

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 • Laxmipati positions itself as a heritage-rich, fashion-forward brand that brings traditional Indian
elegance into contemporary lifestyles. The brand identity emphasizes authenticity, cultural pride, and
superior quality. Taglines, visual imagery, and packaging reflect Indian motifs and heritage elements.
• Laxmipati’s storytelling approach connects emotionally with consumers, especially women who view
sarees as an extension of their identity. Brand ambassadors from regional cinema or television are used
to enhance relatability.
• Positioning strategies are refreshed yearly based on market trends and customer feedback. Consistent
messaging across online and offline channels reinforces trust and recall.
• The marketing team ensures that every touchpoint—whether it’s a retail shelf, website, or Instagram
ad—reinforces the brand promise of elegance, tradition, and innovation.

4.11 Promotion Tools Used

Fig 4.6

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67
1. Advertising
• Advertising means paying to promote products through media like TV, radio, or [Link] Laxmipati
Sarees does not use advertising. They don’t promote their products using print ads or electronic media.
2. Sales Promo on
• Sales promotion includes offers and free gifts to attract customers for a short time. Laxmipati
gives carry bags and product catalogues to customers, wholesalers, and retailers to encourage
sales and increase brand visibility.
3. Publicity
• Publicity is when a third party talks about a brand without the company paying for it— like
media coverage or news mentions. For Laxmipati, positive mentions in the media or by known
companies help build their image and make the brand more popular.
4. Personal Selling
• Personal selling means talking directly to buyers, usually face-to-face. Laxmipati uses this by
holding seminars and meetings with wholesalers and retailers. This helps them understand the
products better and encourages bulk buying.
5. Direct Marketing
• Direct marketing means reaching customers directly without using middlemen. Laxmipati uses
catalogues, mobile messages, and digital platforms to share product details and offers directly with
buyers. This helps them stay connected and boost sales.

4.12 Pricing Method

• Value-based Pricing for premium collections
• Competitive Pricing for mass-market products
• Seasonal discounts and offer
• Laxmipati follows a value-based pricing model, ensuring that customers perceive high value in return for
the price paid. Pricing is tailored across segments—affordable lines for mass markets and premium
collections for highend buyers. Factors like design exclusivity, fabric type, embroidery detailing, and
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68
 collection themes influence price points. Competitive benchmarking is regularly conducted to stay in line
with market expectations.
• Discounts are strategically offered during peak seasons or clearance events. The marketing and finance
departments collaborate to analyze sales data and optimize margins.
• Prices on e-commerce platforms are aligned with retail pricing, ensuring consistency. Limited-time offers
and combo deals are used to boost average order values. Psychological pricing techniques (e.g., ₹999
instead of ₹1000) are used to enhance customer response.

4.13 Export Procedure

• Exports have become a growing area of focus for Laxmipati, contributing significantly to its overall
revenues. The marketing and export departments collaborate to develop regionspecific collections, based
on cultural preferences and fashion sensibilities. Export procedures are streamlined through a dedicated
logistics and compliance team that ensures adherence to customs regulations, documentation standards,
and trade agreements.
• The company participates in global trade fairs in Dubai, London, and Singapore to showcase collections
and build international partnerships. Digital catalogues and multilingual websites assist in engaging global
B2B buyers

Fig 4.7

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69
 • Marketing strategies include geo-targeted online ads, collaboration with foreign influencers, and region-specific
seasonal promotions.
• Laxmipati’s vision is to position itself as the global face of Indian ethnic wear, and marketing is pivotal in
realizing this ambition.

4.14 CRM
• Customer feedback collection
• Loyalty program integration
• Newspaper & Email Campaigns
• WhatsApp & SMS alerts for resellers and customers
• Laxmipati places strong emphasis on building and maintaining long-term customer relationships. The
CRM strategy is a blend of traditional interaction and digital automation. Customer data from retail stores,
online purchases, and events are centralized to create comprehensive customer profiles. Loyalty programs
reward repeat purchases, while personalized offers are sent through SMS, WhatsApp, and email.
• The company also conducts customer feedback surveys and product reviews, which are then analyzed for
continuous improvement. Special attention is given to women resellers and loyal customers through
exclusive previews, early access sales, and birthday discounts. The CRM system also alerts marketing and
sales teams about inactive customers, helping in re-engagement efforts. This integrated approach not only
boosts retention but also increases lifetime customer value

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70
 4.15 Digital Marketing Strategy of Laxmipati Private Limited

Fig 4.8

1. Website & E-Commerce Presence

• Official Website: Attractive, mobile-friendly, and regularly updated (e.g.,[Link])
• Product Categories: Organized saree collections by type(cotton, chiffon, silk, etc.), new arrivals, festive
offers.
• E-Commerce: Integrated shopping experience with secure payment gateways, wishlist, and size guides.

2. Search Engine Optimization (SEO)

• Targeted keywords like “sarees online”, “designer sarees”, “Laxmipati sarees”
• On-page SEO: Product descriptions, alt tags, title tags
• Blog posts on saree trends, styling tips, cultural heritage of Indian sarees

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71
3. Social Media Marke ng
• Platforms Used: Instagram, Facebook, Pinterest, YouTube
• Content Strategy
• Saree styling reels
• Behind-the-scenes videos from manufacturing
• Influencer collaborations
• Customer testimonials and UGC (User Generated Content)
• Campaigns: Festive offers (Diwali, Navratri), giveaways, contests

4. Influencer & Celebrity Marketing

• Collaboration with fashion influencers and Indian TV/film celebrities
• Sponsored posts wearing Laxmipati sarees
• Targeted regional influencers to promote language-specific content

4.16 4P’S of Laxmipati Sarees

Fig 4.9

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72
 4.9.1 Product
• Laxmipati Sarees offers a wide range of high-quality sarees, suits, gowns, kurtas, shirts that cater to
various tastes and occasions. Their product line includes Printed, silk ,Designer, Party wear, Embroidered.
The product depth of laxmipati is wide variety of colours , fabric, pattern, and design within each line.
The product width of laxmipati is mostly sarees , but may include suits or lehengas.

4.9.2 Place

• Laxmipati Sarees ensures their products are easily accessible through multiple
distribution channels, both domestically and internationally. In India, they have
over 350 exclusive retail outlets, providing direct access to their sarees without
intermediaries.
• Additionally, their sarees are available on major e-commerce platforms like Amazon, Flipkart, and
Myntra, as well as through their official website and mobile application.
• Laxmipati also export their product,they think where indian leave there they have chance to
create demad of their product. Mostly they have wholeseller who sale their product globally. In
surat they have 2 stores. One in ABHISHEK MARKET AND another in MILLINIUM-
MARKET and they also sell online directly.

Fig 4.10 Fig 4.11

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73
4.9.3 Price
• Price of saree is depend on season, They offer sarees at various price points, from affordable options for
everyday wear to premium collections for special occasions.
• This pricing flexibility helps them attract a broad customer base, including budgetconscious buyers and
those seeking luxury products.
• Their pricing strategy ensures value for money without compromising on [Link] have different
catalog according to different design and price. Discount is given to regular consumer,as well as to
irregular cosumer. They earn 15-20% profit per saree.

4.9.4 Promotion
• Laxmipati Sarees employs a comprehensive promotional strategy to build brand awareness and attract
customers. They leverage digital marketing extensively, utilizing Instagram posts and ads, YouTube
videos, Facebook ads, and WhatsApp ads to reach a broad audience. Additionally, traditional marketing
methods such as prints, catalogues, and brochures are used to showcase their latest collections. A
significant source of their promotion is word-of-mouth advertising, which is driven by satisfied
customers sharing their positive experiences with others

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 CHAPTER – 5
FINANCE DEPARTMENT

75
5.7 BALANCE SHEET OF LAST 3 YEARS:

SIDDHI VINAYAK KNOTS & PRINTS PRIVATE LIMITED

STAND ALONE BALANCE SHEET AS AT MARCH 31ST ,2022 – 2023 – 2024

Amount in lakhs

Particular As on 31 march, As on 31 march, As on 31 march,

[Link] and
Liabilities

A. share holder
fund:

Share capital 3,601.12 3,601.12 3,601.12

Other Equity 31,135.51 36,639.09 40,782.35

Total (A) 34,736.63 40,240.21 44,383.47

Share application -- -- --
money pending
allotment

76
96
B. non-current-
liabilities:

Long term 21,613.85 17,944.37 14,194.04

borrowing

Defferd tax- 1,288.66 1,610.59 1,797.32

liabilities (net)

Other long-term -- -- --
liabilities

Long term 612.57 582.67 392.76

provision

Total(B) 23,515.08 20,137.63 16,384.12

C. Current
liabilities:

Short term 10,121.57 5,211.19 8,588.03

borrowing

Trade paybles 2,314.6 1,124.74 1,205.88

77
Other financial 550.81 407.63 567.32
liabilities
Other current 147.81 41.34 131.22
liabilities

Short term 1,870.48 1,554.98 1,545.53

provision

Total (C) 15,005.27 8339.88 12,037.98

Total 73,256.98 68,717.72 72,805.57

[(A)+(B)+(C)]

[Link]:

[Link] -CURRENT
ASSETS:

Property, plant and 35,223.80 35,411.04 32,654.10

equipment's

Capital work in 1,442.35 - 3,764.90

progress

Intangible assets 74.24 56.60 52.30

78
98
Right of used 97.73 91.31 84.90
assets

Total (A) 36,838.12 35,558.95 36,556.2

B. Loans and
investment

Non-current 1,525.08 1,525.63 1,523.35

investment

Long term loans 209.50 232.12 257.19

and advances

Other non-current 552.26 528.00 528.00

assets
Other non- 652.22 491.14
financial assets
Total (B) 2,286.84 2,937.97 2,799.68

C. Current
assets:

Inventories 13,267.60 12,713.29 13,109.94

Trade receivable 15,102.54 12,296.94 12,614.29

79
99
 Cash and 1,078.79 663.38 1,127.15
equivalents

Short term loans 161.53 46.90 1,731.90

and advances

Other current 3,052.98 3,554.22 3,650.22

assets

Total (C) 32,663.44 29,274.73 32,233.5

Total [(A)+ (B)+ 71,788.4 67,771.65 71,589.38

(C)]

5.8 STATEMENT OF PROFIT AND LOSS FOR THE YEAR:

ENDED ON 31ST MARCH 2022 –2023 –2024

SIDDHI VINAYAK KNOTS & PRINTS PRIVATE LIMITED

Amount in
lakhs

Particulars For the year ended For the year ended For the year ended
on 31st march,2022 on 31st march,2023 on 31st march,2024

Income

80
100
Revenue from 42,601.18 39,452.20 38,363.43
operation

Other income 573.00 387.51 342.08

Total revenue 43,174.18 39,839.71 38,705.51

Expenses:

Cost of materials 8,079.46 7,534.08 9,640.42

consumed

Purchase of stock in 33.30 35.31 9.57

trade

Changes in (809.39) 357.66 (774.02)

inventories of finished
goods, work in
progress and stock in
trade

Employee benefit 6,683.14 6,894.46 6,954.71

expenses

Finance cost 2,801.59 2,311.71 2,004.35

Depreciation and 2,610.51 2,725.86 2,706.12

amortization expense

Other expenses 14,064.95 12,642.36 12,948.30

Total expenses 33,463.56 32,501.44 33,489.45

81
101
EBITA 12321.3 10063.63 7922.18

Profit before 9,710.62 7,338.27 5,216.06

exceptional,
extraordinary and
prior periods items
and taxes.

Exceptional items 151.15 49.76 --

Profit before taxes 9,559.47 7,288.51 5,216.06

Tax expenses:

Current tax 2,474.90 1,747.07 1,289.57

Defferd tax 17.11 272.19 87.72

Adjustment of text -- -- (10.10)

relating to earlier
periods

Profit for the period 7,067.47 5,269.25 3,848.88

(pat)

82
102
Other
comprehensive
income

(A)
(i) item that will not
be reclassified to p&l
(a)actuarial gain (234.54) 197.10 395.68
/(loss)on gratuity
(b)equity instruments 0.56 0.55 (2.28)
passed through passed
through oci
(ii) income tax 58.89 (49.75) (99.01)
relating to items that
will not be
reclassified to p&l
(B) - - -
(i)item that will be
reclassified to p&l

(ii)income tax related - - -

to items that will be
classifieds to p&l
Total compressive 6,892.37 5,417.16 4,143.27
income for the
period
Earnings per share

basic 19.63 14.63 10.69

Diluted - 14.63 10.69

83
CHAPTER FINANCE DEPRATMENT

1. Gross profit ratio – The gross profit ratio is a profitability measure calculated as Gross
Profit (GP) ratio to net sales.

FORMULA: - gross profit ratio = gross profit/net sales*100

Particular 31- March -2022 31- March -2023 31- March -2024

GROSS PROFIT 35297.81 31525.15 29487.46

NET SALES 42601.18 39452.20 38363.43

GROSS PROFIT RATIO 82.85% 79.91% 76.86%

Conclusion: - The gross profit ratio is steadily decreasing, indicating a decline in

profitability, which may be a negative sign if the trend continues.

84
[Link] profit ratio – the ratio is valuable for the purpose of ascertaining the overall
profitability of business and shows the efficiency or otherwise of operating the business.

Formula = NET PROFIT RATIO = Net profit after tax / Net sales *100

PARTICULARS 31- March -2022 31 – March – 2023 31- March - 2024

NET PROFIT AFTER 7,067.47 3,269.25 3,848.88

TAX
NET SALES 42,601.18 39,452.20 38,363.43

NET PROFIT RATIO 16.59% 8.29% 10.03%

Conclusion – The net profit ratio dropped significantly but shows signs of recovery, indicating
improving profitability.

3. Operating Ratio – The operating ratio shows the efficiency of a company’s management
by comparing the total operating expenses of a company to net sales.

Formula = COGS + Operating expenses / net sale*100

Particulars 31- March -2022 31- March -2023 31- March -2024

COGS 7303.37 7727.05 8875.97

Operating Expense 20748.09 19536.82 19903.01

Net sales 42,601.18 39,452.20 38,363.43

Operating Ratio 65.86% 69.66% 75.01%

Conclusion – The operating ratio is rising, indicating increasing operating costs and
decreasing operational efficiency.

85
 4. Expense Ratio

(i) Administrative expenses ratio – The sales to administrative expense ratio (SAE ratio) is a
productivity ratio that measures how well a company can manage its non-operating expense
to productive sale during the normal course of operations.

Particulars 31- March -2022 31- March -2023 31- March -2024

Administrative cost 14064.95 12642.36 12948.3

Net ratio 42601.18 39452.20 38363.43

A.E ratio 33.03% 32.05% 33.75%

Formula = Administrative expenses / Net sales * 100

Conclusion – The expense ratio stayed stable, with slight ups and downs, showing overall
consistent spending levels.

86
(ii) Financial Expenses Ratio – A financial ratio is used to calculate a company’s financial
status on production against other firms.

Formula = Financial expenses / Net sales * 100

Particulars 31- March -2022 31- March -2023 31- March -2024

Financial expenses 2801.59 2311.71 2004.35

Net sales 42601.18 39452.20 38363.43

Finance expenses 6.57% 5.86% 5.22%

ratio

Conclusion – The financial expense ratio is gradually decreasing, indicating the company is
reducing its financial costs over time.

87
[Link] Turnover Ratio - stock turnover is the rate that inventory stock is sold, or used, and
replaced. The stock turnover ratio is calculated by dividing the cost of goods by average
inventory for the same period.

Formula: cogs / avg stock

cogs: cost of goods sold Avg.

stock: (opening stock + closing stock ) / 2

Particular 31- March -2022 31- March -2023 31- March -2024

COGS 7303.03 7727.05 8875.97

Avg stock :(Opening -

+ closing /2) (13267.60+12713.29)/2 (12713.29+13109.94)/2
=12990.445 =12911.615

Stock turnover ratio - 0.59 0.68

Interpretation - The stock turnover ratio is lower the better.

In this case the Stock turnover ratio is improving from 0.59 to 0.68.

In span of one year which shows that the company is managing its inventory more
efficiently.

88
6. Balance sheet ratio

Current Ratio – The current ratio is a liquidity ratio that measures a company’s ability to pay
short-term obligations or those due within one year.

Formula: current ratio = current asset / current liability

Particulars 31- March -2022 31- March -2023 31- March -2024

Current assets 32,663.44 30220.81 33,449.68

Current liability 15,005.27 8,339.88 12,037.98

Current ratio 2.176 3.623 2.778

Interpretation

The current ratio increased significantly and then slightly decreased but remains strong,
indicating good short-term financial health and liquidity

89
7. Liquid Ratio – The ratio between the liquid assets and the liabilities of a bank or other
institution.

Formula: liquid ratio = liquid assets / current liability

Particular 31- March -2022 31- March -2023 31- March -2024

20,096.21 17,501.52 20,339.72

Liquid assets

15,005.27 8,339.88 12,037.98

Current liability

1.34:1 2.09: 1 1.69:1

Liquid ratio

Interpretation -

The liquid ratio improved notably before slightly decreasing, overall it still indicates good
short-term liquidity.

90
8. Proprietary Ratio

– The proprietary ratio (also known as the equity ratio) is the proportion of shareholders’
equity to total assets, and as such provides a rough estimate of the amount of capitalization
currently used to support a business.

Formula: proprietary ratio = shareholder's fund / total asset*100

Particular 31- March -2022 31- March -2023 31- March -2024

Shareholders fund

34,736.63 40240.21 44834.47

Total assets

71788.04 67771.65 71589.38

proprietary ratio 48.39% 59.37% 61.99%

Interpretation -

The proprietary ratio is steadily increasing, showing the company is strengthening its
financial stability with more shareholder’s equity.

91
9. Debt to Equity Ratio: - The debt to equity (D/E) ratio compares a company’s total liability
to its shareholder’s equity and can be used to evaluate how much leverage a company is
using.

Formula: - debt to equity ratio = long term liabilities/ Shareholder’s fund

Particulars 31- March -2022 31- March -2023 31- March -2024

Long term liability

23515.08 20137.63 16,384.12

Shareholders fund
34,736.63 40,240.21 44,383.47

Debt to equity 6.53 5.6 6.55

Interpretation:

The debt-to-equity ratio is steadily decreasing, indicating the company is reducing its
reliance on debt and improving its financial risk profile.

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10. Quick ratio

The quick ratio is used to evaluate the strength of a company’s cash position. Quick ratio is
also called as acid test ratio.

Formula : total liquid assets / total liquid liability

Particular 31- March -2022 31- March -2023 31- March -2024

Total liquid assets 33363.81 3038595 33449.68

Total liquid liability 15005.27 833955 12037.98

Quick ratio 2.22 3.64 2.78

Interpretation:

The quick ratio indicates a company’s ability to meet short-term obligations without relying
on inventory.

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11. Capital gearing ratio:

Capital gearing ratio indicates the financial risk a company is taking on. It measures the
proportion of the company’s capital that is financed by debt versus equity.

Formula ; total long term fund / equity shareholder’s fund *100

Particular 31- March -2022 31- March -2023 31- March -2024

Total long term fund 39893.15 38496.92 39355.88

Equity shareholders 34736.63 40240.21 44383.47

fund

Capital gearing ratio 114.84 95.66 88.67

Interpretation

Capital gearing ratio the ratio here indicates that it has more conservative approach to debt
with a stronger equity base.

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12. Long term funds to fixed assets ratio

Long term funds to fixed assets ratio financial metric that indicates the proportion of a
company’s fixed assets funded by long term sources.

Formula total long term fund / total fixed assets

Particular 31- March -2022 31- March -2023 31- March -2024

Total long term fund 39893.15 38496.92 39355.84

total fixed assets 35223.8 35411.04 32654.1

Long term funds to 1.13 1.09 1.2

fixed assets ratio

Interpretation ; The ratio suggests that the fixed assets are not fully recovered by long term
funds, indicating reliance on short term debt or liquidity issues.

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13. Fixed assets to Proprietary Ratio

Formula total fixed assets / total owner’s fund

Particulars 31- March -2022 31- March -2023 31- March -2024

Total fixed assets 35223.8 35411.04 32654.1

Total owners fund 34736.63 40240.2 44383.47

Fixed assets to 1.10 0.88 0.74

Proprietary Ratio

Interpretation

Lower the better is the Fixed assets to Proprietary Ratio as we can see that after the year
2022 the ratio is less than 1 which states that the company is have a good financial stability.

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 Trend Analysis Report (2022 2024)
Trend Analysis of Profit & Loss A/c (% of 2022)

Particulars 2022 2023 2024

Revenue from Operations 100.0 93.52 90.48

Other Income 100.0 67.63 52.71

Total Income 100.0 92.49 89.77

Total Expenses 100.0 96.73 93.01

Profit before exceptional items and tax 100.0 71.1 73.49

Profit before tax 100.0 105.46 73.47

Tax Expense 100.0 181.06 166.87

Profit for the year 100.0 91.89 56.65

Total Comprehensive Income 100.0 77.58 59.2

Trend Analysis of Balance Sheet (% of 2022)

Particulars 2022 2023 2024

Total Assets 100.0 93.8 99.38
Equity Share Capital 100.0 100.0 100.0
Other Equity 100.0 108.76 123.08
Non-current Liabilities 100.0 90.44 73.93
Current Liabilities 100.0 63.47 82.98
Total Equity and Liabilities 100.0 93.8 99.38

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 CHAPTER 6
HUMAN RESOURCE / PERSONAL
MANAGMENT

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6.1 Introduction
• The Human Resource Management (HRM) department is an important part of any
• organization. It is responsible for hiring the right people, providing training,managing salaries, leaves,
and performance, and making sure employees feel motivated and satisfied.
• HRM also ensures that the company follows all labour laws and maintains discipline. One of the most
important roles of HRM is to act as a bridge between the employees and management helping to solve
issues, share feedback, and maintain a smooth flow of communication.
• It creates a healthy work environment and supports the growth of both employees and the company.

6.2 Recrutment
• Recruitment is a fundamental function of Human Resource Management (HRM) that focuses on
identifying, attracting, and selecting suitable candidates to fill organizational vacancies .An
organization has the right talent to achieve its strategic goals.

1. HR requisites & sourcing

2. Phone screening
3. Application submission
4. HR + panel interviews
5. Reference verification
6. Final offer & induction

1. Recruitment & Planning

• HR begins with workforce planning: identifying open positions and preparing job requisitions.
• Factors considered include company image (which attracts good applicant flow), local labor market
conditions in Surat, and internal preferences for experienced candidates or employee referrals.
2. Preliminary Screening
• A junior executive conducts a phone interview, sharing details about the company and role.
• Collects key candidate information(qualifications,experience salary expectations).
• Candidates meeting minimum criteria are invited in—others are screened out early.

3. Application & Documentation

• Invited candidates fill out a standardized application form capturing demographics, education, work
history, etc.
• Walk-in applicants also complete this form, which may be retained for future openings.

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4. In-Depth Interviews

• Round 1 (HR Manager)

o Focuses on candidate’s background, skills, interest in the role, and fit with company culture.

o HR provides a detailed brief on company policies and job expectations.

• Round 2 (Panel Interview) o Conducted by HR together with the Head of the relevant department

• Invited candidates fill out a standardized application form capturing demographics, education, work
history, etc.
• Walk-in applicants also complete this form, which may be retained for future openings.

5. Reference Checks
• Once a candidate passes internal interviews, HR conducts reference checks, usually with previous
employers or listed referees.

6. Final Offer & Onboarding

• Candidates with positive references receive an appointment letter outlining:
o Job role o Salary and benefits o Start date o Key terms and conditions o On acceptance,
HR handles onboarding, orientation, and initiation into the company. o Additional Insights

• For staff roles (e.g., HR Assistants), typical salary ranges are ₹15–18 k/month in Surat .
• HR Executive roles in the HR department earn around ₹2.7–3.5 L/yr ⬌ approx. ₹22– 30 k/month .
• AmbitionBox reviews reflect generally positive interview experiences: ~“100 % positive” with 3/5
difficulty .
• This streamlined yet robust process ensures Laxmipati Group hires candidates who are both technically
competent and a good cultural fit

6.3 Selection
• The selection process is a structured procedure followed by organizations to identify and hire the most
suitable candidate for a job.
• The main objective of the selection process is to ensure that the best-fit candidate is chosen, reducing
the risk of a bad hire and contributing to organizational success.

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 Fig 6.1

6.3.1 Selection process

Preliminary interview

Application blank

Employment tests

Employment interview

Reference check

Physical examination

Final selection

1. Preliminary interview

• This is the first step in the selection process. It is a brief interview. The purpose of this interview is to
reject the totally unsuitable candidates. Those who do not meet the minimum eligibility criteria are
eliminated at this stage.

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2. Application Blank

• It is a prescribed form of the company. It is filled in by the candidate. It contains personal information

such as name, father’s name, date of birth, nationality, marital status, etc. It also contains details
regarding educational qualifications, work experience, salary drawn, hobbies, references, etc.

3. Employment Tests
• These tests are conducted to judge the ability and skill of the candidates. They help to know the
potential of the candidates.
• The various types of employment tests are:
o Intelligence tests

o Aptitude tests

o Trade or performance

o Interest tests

o Personality tests

4. Employment Interview
• It is a face-to-face interaction between the employer and the candidate. The purpose of the
interview is to observe the overall personality of the candidate. The various
• Types of interviews are:

o Structured interview o

Unstructured interview o Panel

interview o Group

interview o Depth

interview o Stress

interview

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5. Reference check

• The company makes an investigation of the candidate's references. The company contacts the

candidates' previous employers or schools to verify the accuracy of the information provided by the
candidate.
6. Physical Examination

• Candidates who clear the interview are sent for a physical examination. This is done ensure that the
candidate is physically fit for the job. It helps to know whether the candidate is suffering from any
contagious disease or not. 7. Final selection

• Candidates who pass all the above stages are finally selected. They are issued appointment letters. The
appointment letter contains details such as the date of joining, salary to be paid, terms and conditions,
etc. The candidates must join the organization on the due date.

6.4 No. Of Employees

• 3,500 employees handling processing
• 1,000 employees in weaving
• That totals roughly 4,500 operational workers in their integrated facility in Surat .
• 4,500+ operational staff in manufacturing aligns well with the mid-to-upper part of the 5,000–10,000

range (which would include administrative, sales, design, logistics, and corporate roles too).

Fig 6.2 Fig 6.3

Face ID Attendance machine Thumb impression attendance machine

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 • At Laxmipati Sarees, employee attendance is meticulously recorded using two advanced
systems: a thumb impression machine and a face recognition machine.
• Every worker and employee is required to punch in and punch out daily. This data is then

rechecked by our timekeeper to ensure accuracy and reliability. Based on this verified
attendance record, salaries are generated. This robust system not only enhances punctuality and
accountability but also streamlines our payroll process, ensuring timely and accurate
compensation for all employees.

6.6 Training And Development

Fig 6.4

6.6.1 Training
1. Induction Training
• Induction training is the initial orientation provided to newly hired employees. Its purpose is to
familiarize them with the organization’s environment, culture, and policies, thereby helping them
settle into their roles smoothly.
• Key Features o Introduces new hires to company policies, rules, structure, and their specific

roles.

o Helps reduce anxiety, enhances comfort, and boosts employee confidence

[Link] Training
• Safety training is essential in industries where employees are exposed to hazardous
conditions. It educates employees about workplace safety standards, emergency
protocols, and the correct use of equipment to minimize the risk of
accidents.

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 • Key Objectives o Promote awareness about health hazards and methods of
prevention. o Ensure compliance with occupational safety and health regulations.

3. Job Training

• Job training focuses on improving the technical skills and knowledge required to
perform a specific job. It is often tailored to the demands of the job and is critical for
both new and existing employees.
• Key Benefits o Enhances productivity and performance.
o Reduces errors and accidents.

[Link] Training
• Refresher training is designed to upgrade the skills of existing employees & reinforce their
knowledge.
It is especially useful when there are changes in technology policies, or job roles

• Key Features o Conducted periodically to avoid skill obsolescence.

o Ideal for reinforcing safety standards, technical skills

5. On-the-Job Training
• This method involves training employees at their actual workstations. It is practical, costeffective, and
allows employees to learn while doing their jobs under the supervision of experienced trainers.
• Key Features
o Immediate application of skills in real work enarios.
o Provides hands-on experience with tools and Process

6.6.2 Development
• Development refers to the long-term educational process aimed at enhancing the managerial and
leadership capabilities of employees. Unlike training, which is jobspecific and short-term, development
is broader and focuses on overall growth.

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 Fig 6.5

[Link] Growth

• Aimed at grooming employees for higher responsibilities and leadership roles.

[Link] Process

• Involves activities like mentoring, coaching, workshops, and leadership programs.

[Link] Planning

• Helps employees align personal growth with organizational goals.

[Link] Enhancement
• Encourages learning new competencies, fostering innovation and adaptability

6.7 Fringe Benifits Provided

• Fringe Benefits at Laxmipati Saree Company:
o Laxmipati not only ensures statutory benefits like PF and ESI but also provides additional fringe

benefits to support the well-being and financial needs of its employees. One such key fringe benefit
is the Loan Policy.

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[Link]-Free Loan Facility
• Laxmipati offers an interest-free loan facility to its employees, aimed at providing financial support
during important or emergency situations.
• This benefit is governed by a few clear criteria to ensure fair and need-based distribution.

• Minimum Service Requirement.

• The employee must have completed at least one year of continuous service in the company to be
eligible for the loan.
• Valid Purpose Required:
o A genuine and valid reason is necessary for the loan to be approved.

• Common acceptable purposes include:

o Medical emergencies
o Children’s education
o Marriage expenses
o Unexpected personal or family issues
o Loan Amount Limit
• The maximum loan that can be granted is up to twice the employee’s monthly salary.

• Repayment Period:
o The employee must repay the entire loan within one year from the date it is issued. Repayment is
generally structured through monthly salary deductions.
o This policy is designed to support employees during critical times without adding the burden of interest,
reinforcing Lakshmipati's commitment to employee welfare

.
[Link] Subsidy Policy
• To support and motivate its employees towards better mobility and lifestyle improvement, Laxmipati
Saree Company offers a Vehicle Subsidy Benefit under its fringe benefits program. This policy is
particularly aimed at encouraging workers to invest in personal vehicles, especially cars, by easing
their financial burden.

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[Link] Benefit Policy
• As part of its fringe benefits, Laxmipati provides financial support to employees on their marriage. When
a worker gets married, the company gives a gift amount of ₹11,000 to help with wedding expenses.
This benefit is meant to assist employees during this important life event and show the company’s care
for their personal milestones.

[Link] Mediclaim (GMC) Benefit

• Laxmipati provides a Group Mediclaim (GMC) policy as part of its fringe benefits for white-collar
employees. Employees earning a salary of more than ₹21,000 are eligible for this insurance coverage.
Those with a salary less than ₹50,000 receive a sum insured of ₹3 lakh, while employees earning above
₹50,000 get a higher sum insured of ₹5 lakh.

5. Bonus Act
• Under the Bonus Act, companies are required to share a portion of their profits with their employees as
a form of bonus. It is mandatory for companies to pay at least one month’s salary as a bonus to every
eligible employee each year. The minimum bonus amount that must be paid is 8.33% of the employee’s
annual salary.

6.8 Leave Rules

• At Laxmipati, every worker is entitled to 21 paid leave days per year, during which their salary cannot
be deducted. There are two ways this is managed either the employee takes 21 paid leaves with no
salary deduction, or the company deducts salary for each leave day taken but later reimburses the total
amount equivalent to 21 days’ salary to the employee during Diwali.
• Additionally, Laxmipati offers various types of leave to support employees’ different needs. These
include maternity leave for female employees during childbirth, sick leave for healthrelated absences,
and other leave types as per company rules. This comprehensive leave policy ensures employees can
take necessary time off while maintaining financial security and worklife balance.

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6.9 Employee Safety Mechanism
• Laxmipati Saree Company is deeply committed to ensuring a safe and secure working environment for
all its employees, especially those engaged in industrial and potentially hazardous tasks. The company
has implemented several safety measures including:

6.10 Specific HR Policies

[Link] Fund (PF)

• Under the Provident Fund Law, companies with more than 20 employees must provide PF benefits to
eligible workers. Both the employee and employer contribute 12% of the employee’s basic monthly
salary. This applies to employees above 18 years of age,earning up to ₹15,000 per month, and having a
valid UAN.
• PF helps employees save for the future, providing financial security after retirement along with
insurance protection.

[Link]: Employee State Insurance (ESI)

• The Employee State Insurance (ESI) scheme is another important labour welfare measure aimed at
supporting employees during medical or health-related emergencies. To be eligible for ESI, an
employee must earn a monthly salary of ₹21,000 or below and must be registered on the ESI portal.

[Link] of Association
• At Laxmipati, the Freedom of Association policy gives workers the right to raise their concerns through
a fair and organized system. Workers choose a representative by voting, and this person becomes the
leader of the workers' committee. If there is any problem—such as a dispute, a strike, or issues like
delay in salary or unfair treatment the leader speaks to the HR department on behalf of the workers

[Link] Policy
• It states that if an employee is provided with a company vehicle, they are responsible for its proper use
and maintenance during the period they are authorized to use it.

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6.11 Performance Appraisal
• Performance appraisal is a systematic evaluation of an employee’s performance in term of productivity,
quality of work, and overall contribution to organizational goals. It helps identify strengths, areas for
improvement, and potential for future roles.

Fig 6.6

4.11.1 Objectives
• Employee Feedback: Provides constructive feedback to employees to boost performance.
• Performance Standards: Establishes clear expectations and benchmarks.
• Motivation: Encourages high performance through recognition and rewards.
• Career Development: Assists in identifying training needs and succession planning.

4.11.2 Process
1. Performance Appraisal Process
2. Communicate the Standard
3. Measure Actual Performance
4. Compare Performance with Standards
5. Discuss the Appraisal

4.11.3 Performance Appraisal at Laxmipati

• Laxmi Pati employs the Management by Objectives (MBO) approach to evaluate employee performance.
This method emphasizes goal-setting and individual accountability. The performance appraisal criteria
are as follows:

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 o Attendance – Regularity and punctuality in reporting to work. o Discipline – Adherence

to organizational rules, behavior, and decorum. o Quality of Work – Accuracy, attention to

detail, and output excellence.

o Job Knowledge - Understanding of job roles, processes, and technical know-how.

oCommunication Skills – Clarity, responsiveness, and collaboration with teams. o

Achievement of Targets – Meeting or exceeding individual and team goals.

• This structured appraisal system ensures objective evaluation and helps align employee performance

with organizational goals.

6.12 Wages & Salary Administration

• Wage and salary management at Laxmipati involves systematic planning and distribution of fair and
motivating compensation. The goal is to attract, retain, and reward talent effectively. All compensation
activities are managed by the Human Resource (HR) department.
• A well-defined job evaluation system forms the basis for establishing salary structures. This ensures
consistency, internal equity, and competitiveness in comparison to industry benchmarks.

4.12.1 Components of Compensation

1. Financial Benefits

a)Basic Pay
• The foundation of the compensation package. Basic pay is determined by a timescale pay system and

varies by role, level, and experience.

b) Allowances
• Several supplementary allowances are granted over and above basic pay:
• House Rent Allowance (HRA): Provided to employees who do not live in company-provided
accommodation.

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 • Transport Allowance: For bottom-level workers: Pick-and-drop service via company buses. For
executives: Car facilities are provided to ensure smooth commute.
• Tiffin Allowance: Employees maintaining 95% attendance are eligible for a tiffin subsidy of ₹200
per month

c) Incentives
• Employees, particularly in marketing and sales roles, receive performance-based incentives. • These

include:

o Monthly/Quarter o Bonus

o Commision

on sales o Target
Achivement o Reward
• Incentives help foster a performance-driven culture and increase employee motivation.

d) Fringe Benifit
• It includes benefits such as provided fund, medical care, accidental relief, canteen,

uniform,hospitalization.

2) Non- Financial Benefits

• It includes medical, life insurance, vacations, comfortable working condition, flexible time, challenging

job responsibility, recognition, etc.

6.13 Grievance Handling Procedure

• Laxmipati has established a formal grievance handling system to ensure that all employees can voice
their concerns, complaints, or suggestions without any fear.
• Each department is equipped with a suggestion box placed in a private area where there are no cameras,
allowing employees to submit their feedback or complaints anonymously and without

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 hesitation.
• These suggestion boxes are collected and opened weekly by the Grievance Committee. The committee
reviews all the complaints and suggestions, identifies major or recurring issues, and discusses them
thoroughly to find suitable solutions.

6.14 Stategice HRM

• The company adopts a forward-thinking HR strategy focused on talent development and organizational

growth. Key elements include:

1. Succession Strategy
• A well-structured succession planning process ensures the identification and development of future
leaders within the company. This approach prepares the organization for seamless transitions in key
positions without disrupting business operations.

[Link] Promotion Based on Performance

• Employees are evaluated regularly based on their contributions, leadership potential, and overall

performance. High-performing individuals are promoted internally, thereby: o Enhancing employee

morale and retention. o Reducing recruitment costs.

o Ensuring cultural fit and institutional knowledge continuity.

• This strategy fosters a meritocratic environment and motivates staff to excel in their roles.

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 CHAPTER 7
PURCHASE DEPARTMENT

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7.1 Purchase Process
• The Purchase Department is responsible for buying all the items needed for the company, like raw materials,
machines, and office supplies.
• It receives requests from other departments, finds the right suppliers, compares prices, and places orders. It
also checks the quality of goods and ensures payments are made on time.
• This department helps the company save money, avoid delays, and run smoothly by making sure everything
is available when needed.
Step 1 :- Identify Requirements
Step 2 :- Supplier Research and Selection
Step 3 :- Negotiation
Step 4 :- Place Order
Step 5 :- Quality Checking
Step 6 :- Payment

Step 1 :- Identify Requirements

• Before purchasing anything, the company must first identify what is needed.
• The requirement usually comes from various departments such as Production, Maintenance, Printing,
Embroidery, or Admin.
• The team sends a Material Requisition Form (also called Indent), which mentions:
o Item name o Quantity

needed o Specifications

or size o Reason for

requirement o Urgency

• The Purchase Department checks if the requested item is already available in the store. If not, they proceed
with the purchasing process. This step ensures that materials are only ordered when truly needed.

Step 2 :- Supplier Research & Selection

• Once the need is clear, the next step is to find the right supplier who can provide the required item.

• The company may already have a list of approved suppliers for frequently ordered items.

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 • For new items, the purchase team looks for new vendors through online search, references, past
experience, or vendor meetings.
• Important things to consider when selecting a supplier:
o Product quality o Price offered o

Delivery time o Supplier’s past

performance o

After-sales support

• The goal is to find reliable suppliers who can deliver the right product on time.

Step 3 :- Negotiation
• Before placing the order, the Purchase Department negotiates with the selected supplier to
get the best deal.
• Negotiation is done for: o Lower price o Better payment terms o Faster delivery o Discount

on bulk purchase o The department may ask for quotations from 2–3 suppliers.

o A comparison sheet is prepared to evaluate all offers.

• Sometimes negotiation also includes discussion about:

o Packaging quality o o Replacement guarantee o o

Transport charges

• The final selection is made based on the overall value – not just the cheapest price

Step 4 :- Place Order

• Once the negotiation is complete, the team places a Purchase Order (PO).
• A PO is a legal document that includes:
o Name of item

o Quantity

o Price

o Delivery date

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 o Shippingaddress

o Payment terms

• The PO is sent to the supplier to confirm the order.

• Copies of the PO are also given to the accounts and store department for record.
• This step confirms that both the supplier and buyer agree on the same terms.

Step 5 :- Quality Checking

• When the ordered materials arrive, the store or warehouse team receives them and performs a quality
check.
• The team checks:
o Quantity – to ensure correct numbers

o Quality – whether the material meets the required standards o Damages – any visible defects or

damage in transport

• If everything is okay, the material is accepted and entered in the stock.

• If there is any shortage or defect, the purchase team contacts the supplier for a replacement or return.
• This step ensures the company does not use or pay for poor-quality items.

Step 6 :- Payment
• The last step is making the payment to the supplier.
• The supplier sends a bill (invoice) along with the goods.
• The accounts department matches the invoice with:
o Purchase Order

o Delivery Challan

o Quality report

• If everything is correct, the payment is released as per the agreed terms (like immediate, 15 days, or 30
days after delivery).
• Records of the payment are stored for future use and audits.
• Timely payments help the company maintain good relationships with suppliers.

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7.2 Purchase Lead Time
• When the raw materials stock of YARN reaches the safety stock level which is 200kgs, the company
reorders it which gives, which also includes the lead time of 3 days.
• When the Polygum powder stock reaches, the safety stock level of safety
stock of 200kgs the system notifies the purchase team, and its orders again. When the stock of colour
liquid 64 reaches the safety stock 8000kgs, which gives the lead time of 1 month.

7.3 Raw Material Ordered

• Fabric
• Thickeners
• Chemicals
• Dyes
• Glue
• 47/36 brt
• 80/36 brt
• 75/72 sd
• 30/12 sparkle
• 80/12 sparkle
• 50/12 sparkle
• 50/9 brt
• 44/24 nylon
• 21/1 brt mono
• 21/1 sd mono
• 21/1 brt nylon
• 55/48 bsy
• 68/48 bsy

7.4 List of Suppliers

• Garden silk mills pvt ltd
• Shreenathji polyfab pvt Ltd

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 • Reliance industries LTD
• Shreenathji sizers Bhilosa industries ltd
• Filatex India ltdSanathan textiles Ltd
• Subhalakshmi polyesters ltd
• Saanika industries pvt ltd
• Kejriwal industries pvt ltd
• Alok industries ltd

7.5 Re-Ordering Time

• In Laxmipati Sarees, the reordering level for raw material like yarn is fixed to avoid delays in production.
When the stock of yarn reaches 200 kg (which is the safety stock level), the company immediately
places a reorder.
• When the stock of Polygum powder goes down to 200 kg (its safety stock level), the system
automatically notifies the purchase team to place a new order.
• when the stock of Colour Liquid 64 falls to 8000 kg, which is also its safety stock, the company
places an order immediately, considering its lead time of 1 month.

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 CHAPTER 8
SAFETY DEPARTMENT

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8.1 Indroduction
• The National Safety Council is a premier, non-profit, self-financing and tripartite apex body at the national
level in India.
• It functions as an autonomous body, established by the Government of India to lead a nationwide movement
on Safety, Health, and Environment (SHE) to promote sustainable development and foster a safe working
environment across industries.
• The primary objective of safety and health programs is to minimize workplace injuries, illnesses, and
fatalities while fostering safe and healthy workplaces for workers, contractors, and employees.
• Emphasis is placed on preventive strategies and proactive measures to effectively manage workplace safety
and health risks.

Fig 8.1

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8.2 No. of Fire Extinuishers:
• There are more than 300+ fire extinguishers installed in the unit.
• 200+ ABC fire extinguishers.
• Powder form of extinguishers
A= clothes (like polyester)
B = petrol
C = electrical
• 100 C02 fire extinguishers

Fig 8.2

8.3 Safety Equipments Provided To Workers

Fig 8.3

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 Fig 8.4

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8.4 Health and safety
environment policy:
• Siddhi Vinayak Knots & Prints Pvt. Ltd., Pandesara, Surat is committed to achieve best possible
performance in Health, Safety & Environment by providing and maintaining safe and healthy workplace
for the employees and for Agency workmen working for us, for customer and public.
• In fulfilment of this commitment and our goal to achieve injury free healthy workplace.
We will strive to imbibe the culture of safety in the organization.
• We will make continual efforts to, o Demonstrate visible commitment towards HSE across all management

levels starting from the Top.

o Increase awareness and competence by training and communication to facilitate safe and healthy
working environment.
o Comply with all relevant statutory and other requirements pertaining to HSE.
o Promote the safe behaviour amongst those who work for us and openly report all the incidents,
unsafe acts and unsafe conditions.
o Promote good Housekeeping across the Factory.
o Make aware all the persons about hazardous Chemicals & Dyes and take steps to mitigate their
effects.
o Integrate HSE at all stages of operations and projects.
o Ensure consultation and participation of workers.

• It will be our endeavour to have HSE at the centre of every Business Planning and Decisionmaking process.
• We affirm that safety shall be line function on sustain basis and everybody will be responsible to achieve
the Goals & Targets in HSE.

8.5 Workman Compensation Policy (WC POLICY)

• The Workmen Compensation Policy is a crucial aspect of employee welfare, particularly in industries where
workers are exposed to physical risk. Under this policy:
• If a worker gets injured while performing duties in the industry, the company provides paid medical leave.

• Medical treatment expenses incurred due to such injuries are fully covered by the company.

• The extent of compensation depends on the nature and severity of the injury:
o If the estimated injury salary exceeds ₹50,000, the worker is eligible for insurance coverage of up to
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 ₹5 lakhs.
o If the injury salary is below ₹50,000, the insurance cover is limited to ₹3 lakhs.
• This policy ensures that employees receive necessary care and financial assistance during work-related
injuries, thereby promoting a safe and supportive work environment

Fig 8.5

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 CHAPTER 9

EXPERIENCE GAINED AND PROBLEM

FACED

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9.1 What did you learn? How will this experience help you in the future?
• Our internship at Laxmipati Group of Sarees was a transformational journey that provided a first-hand
experience of working in the textile industry. The opportunity to observe and participate in the internal
functioning of a vertically integrated textile company gave us a strong understanding of industrial
operations.
• We gained insight into various stages including fabric treatment, dyeing techniques, design development,
printing technologies, embroidery integration, finishing, and dispatch. A major learning was the
significance of inter-departmental collaboration. We understood how delays in one unit directly affect
the overall timeline and output. This insight reinforced my academic knowledge of operations and
logistics management and brought a new perspective to process flow systems. We also observed the role
of innovation in textiles, where trends and market demands impact the selection of fabric , color schemes,
and finishing styles.
• Moreover, we developed a range of soft skills. Communication was key, especially when collecting
information or clarifying processes. We learned how to adapt our communication depending on the
audience—be it machine operators, supervisors, or managerial staff. Time management became essential,
as we had to balance our day between observation, research, project work, and note-keeping.
• This experience will serve us significantly in our professional career. It has made us more confident in
applying for roles in production, management , marketing and brand building. We now understand the
expectations and pace of the corporate world.
• The real-time exposure has bridged the gap between textbook knowledge and industrial practices, giving
us an edge in future job interviews and project work. It gave us a overall knowledge of textile industry
which we were not familiar to the intership made us familiar with industrial machines techniques and
quite many things which we were unknown about we got to learn a lot from different departments in the
firm holding different values for the company the knowledge gained from here will help us in our future
to choose our stream as in which department holds our interest and the experience that us a lot.

9.2 Problems Faced

• While the internship was enriching, it came with its own set of challenges. One of the most common
difficulties was the technical nature of the work. Textile manufacturing involves a wide range of
processes and terminology that are not always covered in academic settings.

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 Departments like dyeing, printing, and embroidery used specialized terms that were unfamiliar
initially.

• Another major challenge was the size of production department as it was so big that it was never enough
knowledge to contain there were so many minute details that couldn’t be covered in one day or a week
or by any one person there were everyday a different staff to assist us and explain us which was kind of
a challenge to hold on all the information.
• Due to this we had to get back to each department three or more times to get the most of information and
keeping the size of the firm in mind it went difficult to finish one unit as its physically tiring so it took a
while to complete one unit and longer to complete a department particularly the production department.
• There were also physical and logistical limitations. Heat and noise levels in production units made
prolonged observation difficult. Adjusting to this environment and extracting value from the experience
required patience and adaptability.
• Despite these difficulties, we took each challenge as an opportunity to learn and grow. It taught us how
to adapt quickly, be resourceful, and make the most of limited information—skills that are vital in any
industry.

9.3 What was missing / lacking?

• Although the internship provided exposure to critical processes, certain elements were missing which
could have made the learning experience even more enriching. A structured training or orientation
program at the start would have been highly beneficial. Instead of jumping directly into departments, a
guided overview with process maps and department roles would have provided context and clarity from

the beginning.

• Moreover, access to internal meetings or review discussions would have exposed us to business strategy,
challenges in inventory control, and vendor management issues. These are crucial areas that determine
an organization's success and observing them would have broadened our industry understanding.
• Lastly, while we got a comprehensive view of the production process, we had minimal exposure to the
marketing, branding, and retail strategy of Laxmipati Sarees. Seeing how customer feedback loops back
into design and production would have been extremely insightful.

9.4 How could you have done your work better?

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 • There are several ways we could have improved our approach to maximize learning during the internship.
Firstly, pre-internship preparation could have been better. We could have researched common textile
production terms, machine operations, and studied case studies on textile supply chains. This background
knowledge would have helped us engage in meaningful discussions from the beginning and would make
the understanding easy at the time of visit and internship.
• During the internship, we could have made more use of documentation tools—such as flowcharts,
process diagrams, or data logs—to systematically record what we [Link] would have made it
easier to identify patterns, problems, and opportunities for improvement in our project work.
• we also realized the importance of asking questions—clearly and specifically. At first, we hesitated to
interrupt people during their tasks. But later we learned that approaching them at appropriate times or
preparing questions in batches helped us gather more relevant information. Meaningful question helped
us gain more knowledge and information about the firm which then eventually us in making the project
better.
• Proactively scheduling short meetings with supervisors for feedback or requesting brief walkthroughs of
specific systems could have added depth to our understanding. Involving ourselves in routine operational
tasks, even in a small way, could have given us practical skills and made us a more active participant
instead of a passive observers.
• Additionally, reflecting at the end of each day—writing down what we learned and what remained
unclear—could have helped us consolidate knowledge and plan better for the following days. Writing
down question daily rather than weekly could have helped us solve our question and problems latest by
next day.

9.5 How could you have gained more experience?

• To gain more from the internship, we could have initiated cross-functional exposure requests. Textile
manufacturing is a large and interconnected domain. While we were primarily focused on the production
process, requesting more time with other departments—like marketing, human resources , sales , finance
could have expanded our perspective. Where we couldn’t spend much time as production. Understanding
how designs are finalized based on market trends or how sales forecasts impact production would have
given us a more holistic view.

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• Furthermore, we could have volunteered for short-term tasks in different units—such as helping in
quality checks, organizing samples, or assisting in production reports. These experiences would have
given us practical skills and knowledge and would made us more visible as a proactive intern.
• Requesting inclusion in team meetings or morning briefings would have exposed us to internal
communication styles, priority setting, and resource allocation—all essential components of professional
working environments. Even if we didn’t contribute, just being present and taking notes would have been
valuable.
• Lastly, building stronger professional relationships with staff—by asking about their career journeys,
roles, and daily challenges—might have offered insights that go beyond operations. Such conversations
could have given us career guidance and real-world understanding that no textbook provides.
• In the future, we will approach internships with a more strategic mindset—balancing learning,
contribution, and networking to gain the maximum possible experience.

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 CONCLUSION
“Siddhi Vinayak Knots & Prints Pvt. Ltd.” is a reputed and well-established company in the textile industry,
known for its strong foundation, experienced leadership, and dedicated workforce. The company's continued
growth and success can be attributed to the expertise and commitment of its directors, staff, and management.

During our one-month summer training, we were fortunate to receive valuable guidance and support from
the HR Manager and his assistant. Their cooperation made the training process smooth and productive. We
would like to extend our sincere gratitude to Mr. Hardik Wadhwani and Mr. Chirag Trivedi, who, despite
their demanding responsibilities, took the time to assist us and provide meaningful insights. Their support
played a vital role in the successful completion of our training and greatly enriched our learning experience.

This training has offered us significant practical exposure to the working of industrial processes within the
textile sector. The hands-on experience and knowledge we gained are not only relevant to this field but will
also prove beneficial across diverse areas of our future professional journey. The opportunity provided by”
Shri. Hasmuklal Hojiwala Collage of Business Administration (BBA) ” to undertake this project has truly
been a golden chance for us to bridge academic knowledge with real-world industrial practices.

In summary, the summer training at Siddhi Vinayak Knots & Prints Pvt. Ltd. has been an invaluable
experience that enhanced our understanding of industrial operations, professional conduct, and
organizational dynamics. We believe the company is wellpositioned for continued growth and innovation in
the textile industry and we are grateful to have been part of this learning journey.

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 BIBLIOGRAPHY

Website :- [Link]

Youtube :- [Link]/user

Facebook :- [Link]/HouseofLaxmipati

Instagram :- [Link]/laxmipatisarees

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