operation and production management

1. INTRODUCTION
The story of textiles in the subcontinent is the story of Gul Ahmed. The group began
trading in textiles in the early 1900’s. With all it’s know-how and experience, the
group decided to enter the field of manufacturing and Gul Ahmed Textile Mills Ltd.
Was incorporated as a private limited company, in the year 1953. In 1972 it was
subsequently listed on the Karachi Stock Exchange. Since then the company has
bench marking rapid progress and is one of the best composite textile houses in the
world. The mill is presently a composite unit with an installed capacity of
103,000 spindles, 220wide width air jet looms, 90 Sulzer’s, 297 conventional looms
and a state of the art processing and finishing unit.

2. VISION

Setting trends globally in the textile industry. Responsibility
delivering products and services to our customers.

3. Mission
To deliver values to our customer through innovative
technology and teamwork fulfilling our social and
environmental responsibilities.

4. VALUES
•INTERITY
•PASSION
•CRATIVITY
•TEAMWORK

5. EQUIPMENTS

6.  OPERATION
 Spinning
 Weaving
 Pretreatment, Printing, Dyeing, Finishing
 Design & Style

7. ACTIVITIES ACTIVITY TIME
(DAYS) IMMEDIATE
PREDECESSOR
A 15 -
B 4 A
C 10 A
D 14 B,C
E 10 D
F 7 E
G 7 F
total 60days

8. RELATIONSHIP DIAGRM
A
15
D
14
B
4
C
10
E
10
F
7
G
7
S
T
A
R
T
E
N
D
Critical path:
ABDEFG= 57
ACDEF G= 63 (CRITICAL PATH)

9. A
15
D
14
B
4
C
10
E
10
F
7
G
7
S
T
A
R
T
E
N
D
0 15
15
15
19
25
25 564939 39 49 56 63
6356564949393925
25
25
15
15
150

10. DESIGN
24%
PRETREATEMENT
7%
SPINING
16%WEAVING
23%
PRINTING
19%
DYEING
11%
ACTIVITY TIME(DAYS)

11.  OPERATION - QUALITY CONTROL
 Quality control
 Quality of product
 Quality policy

12. Corporate Social Responsibility
At Gul Ahmed we consider it our moral duty to invest and work for the
betterment of the community and environment in which it is growing.
The Company continues to pursue the following guidelines
to be a good corporate citizen:
• Execute and implement projects to alleviate the poverty
• Providing civic amenities, health, education and housing facilities
• Support social causes

13. CORPORATE PROFILE - BUSINESS ACTIVITIES TEXTILES
Textile
In the textile field, activities start from the spinning of cotton as well as man made fibers and
extend to weaving, processing and finishing of all types of cotton and blended fabrics, bed linen,
home furnishings, garment manufacturing, etc.
Power
The group has been a pioneer in the field of power generation. The textile mill runs on self-
generation with an installed capacity of more than 20 MW. Gul Ahmed Energy operates a power
plant of 136 MW capacity with a project cost of US$140 million located at Korangi, Karachi. The
sponsors of this project include the IFC and Tomen Corporation. The project has been in
commercial operation since November 1997.
Management
Management of the group is professionally qualified and broadly experienced. The directors have
held top positions in various textile bodies, export committees and have also assisted the
Government of Pakistan in some of the major trade talks with EC and USA authorities.

14. SUPPLY CHAIN MANAGEMENT
We have the very strong and effective supply chain
management, we have the We have the very strong and
effective supply chain management, we have thenumber of
items that are major component of the Textile Industry that is
number of items that are major component of the Textile Industry
that is Cotton, Yarn, Gray, Dyes & Chemicals, Spare
parts, Packing Material, Cotton, Yarn, Gray, Dyes & Chemicals,
Spare parts, Packing Material,Stitching Accessories, General
Items etc. Stitching accessories, General Items etc.

15. GUL-AHMED
MAIN FOCUS OF MANAGEMENT
 Management commitment
 Cost of quality
 Quality awareness

16. GUL-AHMED
 Zero defect planning
 Supervisor training
 Error cause removal
 Quality council

17. Manufacturing operations
Spinning unit
Weaving
Wet processing unit
Cotton-bales
Thread
Weaving
Greige fabric
Finished cloth

18. Working standards in Gul-ahmed
 Establishing prices and costs. Managers can use labor and
machine time standards to develop costs for current and
new products, create budgets, determine prices, and arrive
at make-or-buy decisions.
 Motivating Workers. Standards can be used to define a
day’s work or to motivate workers to improve their
performance.
 Comparing alternative process designs. Time Standards
can be used to compare different routings for an item and
to evaluate new work methods and new equipment.

19. Future outlook