A

PRO1ECT STUDIES REPORT

On

Internship Undertaken at

1aipur Rugs

PRO1ECT REPORT TITLE

"Documentation of various processes in Design &Development department and
finding average map printing cost along with observations and Suggestions for
better inventory management system in the storage department"


Submitted in partial fulfillment for the
Award of degree of

Master of Business Administration




Submitted By: Submitted To:
A1AY KUMAR SHARMA

7/
Sem.




2010-2012

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Preface
%e MBA program is well structured and integrated course oI business studies. %e main objective oI
practical training at MBA level is to develop skill in student by supplement to te teoretical study oI
business management in general. Industrial training elps to gain real liIe knowledge about te industrial
environment and business practices. %e MBA programme provides student wit a Iundamental
knowledge oI business and organizational Iunctions and activities, as well as an exposure to strategic
tinking oI management.

In every proIessional course, training is an important Iactor. In colleges we get te teoretical knowledge
oI various subjects but we are practically exposed oI suc subjects wen we get te training in te
organization. It is only te training troug wic I come to know tat wat an industry is and ow it
works. I can learn about various departmental operations being perIormed in te industry, wic would,
in return, elp me in te Iuture wen I will enter te practical Iield.

%raining is an integral part oI MBA and eac and every student as to undergo te training oI 45-60 days
in a company and ten prepare a project report on te same aIter te completion oI training.

During tis wole training I got a lot oI experience and came to know about te management practices in
real tat ow it diIIers Irom tose oI teoretical knowledge and te practically in te real liIe.

In today`s globalized world, were cuttroat competition is prevailing in te market, teoretical
knowledge is not suIIicient. Beside tis one need to ave practical knowledge, wic would elp an
individual in is/er carrier activities and it is true tat "Experience is best teacher".


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Acknowledgement
I take tis opportunity to express my gratitude to te people wo ave been instrumental in te
successIul completion oI tis project.
I express my sincere tanks to Mr. NK Chaudhary( hief Managing Director ) 1AIPUR
RUCS Ior encouraging and giving me an opportunity to be a part oI te 1AIPUR RUCS Family
as a trainee and mentoring me trougout te project.
I Ieel deep sense oI gratitude towards Mr. Yogesh Choudhary of 1AIPUR RUCS for sharing
with me, his expertise, knowledge and experience. And help me to understand the process deeply
for my profect and very thankful to her team.
I am very tankIul to Mr. Rakesh Sharma (Assistant Manager, epartment of esign and
evelopment) 1AIPUR RUCS Ior extending is valuable in-dept expertise knowledge,
guidance Irom te inception till te successIul completion oI te project .I would also like to
tank Mr. Amit Soni (OIIicer- Product Development, Design and Development Department )
Ior is invaluable guidance and support during te project and tanks to te staff of 1AIPUR
RUCS for teir elp and cooperation in te project.
I would like to sow my greatest tanks to Prof. Geetika Singh ,ead, School of Management
Studies, MAAI1 Allahabad wo gave me te opportunity to work at 1AIPUR RUCS wic
elped me in understanding te importance oI workplace, witout is encouragement tis project
would not ave materialized.
I express my sincere tanks to my project guide Ior guiding me rigt. I sincerely acknowledge
im Ior guidance, critical reviews oI project and te report. I would also tank my Institution and
te Iaculty members witout wom tis project would ave been a distant reality. I also extend
my eartIelt tanks to my Iamily, Iriends and well wisers.

VIVEK SHARMA



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Contents
. Introduction to te Industry
2. Company ProIile
3. System Study & Analysis
4. Researc Metodology
a. %itle oI te study
b. Objective oI study
5. Re-engineering Process Flow oI Project
a. Planning
b. Sketcing
c. Matcing
d. Color copy
e. Customer Feedback/Approval
I. Order
g. Project Status
. Carpet Inspection
6. ERP implementation
7. SWO%
8. Limitations
9.Conclusion
0. Recommendation & Suggestion
. Bibliograpy

%PE 2 OF INDEX
Table of Contents
Acknowledgements ................................................................................. Error! Bookmark not defined.
SuccessIul Completion CertiIicate - Jaipur Rugs ...................................... Error! Bookmark not defined.

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%able oI Iigures: ................................................................................................................................. vi
%able oI tables: .................................................................................................................................. vii
Executive Summary: ................................................................................ Error! Bookmark not defined.
Introduction: ............................................................................................ Error! Bookmark not defined.
Objective oI study:................................................................................... Error! Bookmark not defined.
BrieI description oI te concepts introduced in te study .......................... Error! Bookmark not defined.
Standard operating procedure: ............................................................. Error! Bookmark not defined.
BrieI istory: ....................................................................................... Error! Bookmark not defined.
Concepts oI Management used in te study: ......................................... Error! Bookmark not defined.
BrieI about Carpet Industry and Jaipur Rugs ............................................ Error! Bookmark not defined.
Carpet Industry .................................................................................... Error! Bookmark not defined.
istory oI Carpet Industry ................................................................... Error! Bookmark not defined.
Present market growt: ........................................................................ Error! Bookmark not defined.
SWO% analysis on Indian Carpet Industry: .......................................... Error! Bookmark not defined.
Strengt: .............................................................................................. Error! Bookmark not defined.
Weakness: ........................................................................................... Error! Bookmark not defined.
Opportunity: ........................................................................................ Error! Bookmark not defined.
%reat: ................................................................................................. Error! Bookmark not defined.
Jaipur Rugs: ........................................................................................ Error! Bookmark not defined.
istory oI Jaipur Rugs: ........................................................................ Error! Bookmark not defined.
Awards and Accolades: ..................................................................................................................... 26
Content management department and SOP Project ................................... Error! Bookmark not defined.
Content Management Department: ....................................................... Error! Bookmark not defined.
Standard Operating Procedures: ........................................................... Error! Bookmark not defined.
Production at Jaipur Rugs .................................................................... Error! Bookmark not defined.
Metodology Iollowed ............................................................................. Error! Bookmark not defined.
Creation oI operating procedure documentation: .................................. Error! Bookmark not defined.

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Review oI operating procedure documentation:.................................... Error! Bookmark not defined.
Approval oI operating procedure documentation: ................................. Error! Bookmark not defined.
&pdating operating procedure documentation: ..................................... Error! Bookmark not defined.
Standard Operating Procedures at Jaipur Rugs ......................................... Error! Bookmark not defined.
Production ........................................................................................... Error! Bookmark not defined.
Stores .................................................................................................. Error! Bookmark not defined.
Conclusions and recommendations .......................................................... Error! Bookmark not defined.
Recommendations: .............................................................................. Error! Bookmark not defined.
Purcase Carpets: ............................................................................ Error! Bookmark not defined.
In-ouse production oI carpet: ......................................................... Error! Bookmark not defined.
Limitations oI te study ........................................................................... Error! Bookmark not defined.
Scope Ior Iurter improvements ............................................................... Error! Bookmark not defined.
Appendices .............................................................................................. Error! Bookmark not defined.
Bibliograpy ............................................................................................ Error! Bookmark not defined.
Internal Proprietary Documents ........................................................... Error! Bookmark not defined.
News and web articles ......................................................................... Error! Bookmark not defined.

Table of figures:
Figure : Queues at diIIerent stages oI production, Jaipur Rugs ................ Error! Bookmark not defined.
Figure 2: Systems more vulnerable to bottlenecks .................................... Error! Bookmark not defined.
Figure 3: Flow oI andmade carpet production process
|9|
........................ Error! Bookmark not defined.
Figure 4: DiIIerent stages oI process documentation ................................ Error! Bookmark not defined.
Figure 5: Stages oI process documentation at Jaipur Rugs ........................ Error! Bookmark not defined.
Figure 6: Metodology Ior Iormulating te initial draIt oI documenting te operating procedure at Jaipur
Rugs ........................................................................................................ Error! Bookmark not defined.
Figure 7: Production department at Jaipur Rugs ....................................... Error! Bookmark not defined.
Figure 8: Stores at Jaipur Rugs ................................................................. Error! Bookmark not defined.


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Table of tables:
%able : Project timelines ........................................................................ Error! Bookmark not defined.


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Chapter 1
Introduction to the Industry
Carpet Industry In the world
Carpet Industry is one oI te oldest industries in India. Carpet Weaving was brougt to India by Moguls.
Some oI te majestic carpets were woven during tis Mogul era. Over te period, te weaver as become
an artist imbibing te magical exotic colors to te Indian carpets. Based on individualistic skill oI te
weaver, tere is an aestetic touc oI te coloring and beauty in te carpets. Over te period, various
clusters ave emerged in te nortern part oI India. Initially, carpet weaving was done only at Iew centers.
Due to several istorical reasons and availability oI resources, carpet manuIacturing spread across te
nortern India. Major centers ave been Badoi, Agra, and Jaipur & Kasmir. During te last Iew
decades, and-tuIted carpets ave emerged as one oI te major categories. Due to proximity to ome
Iurnising products, Panipat as emerged as anoter major center Ior carpet manuIacturing.

Major Carpet Producing Centers in India
Over te years, various carpet weaving center ave emerged in India. Eac center as its own competitive
advantage. %ese centers employ millions oI people. Major belts are Badoi Mirzapur and Agra belt in
&ttar Prades, Jaipur-Bikaner belt in Rajastan, Panipat belt in aryana and Kasmir belt.

Market Size and Segmentation
%e carpets manuIactured in India are mainly exported. %ere is a very small market Ior carpets in India.
%is is mainly because oI te purcasing power oI local players. Also, tere is no proper cannel Ior
marketing tese products in India leading to lack oI awareness in te Indian market. Presently, India
exports carpets wort over Rs. 2600 crores. %e domestic market size is about Rs. 200 crores. Many
Industry players tink tat Indian market will expand rapidly based on current retail boom in India.







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Country-wise exports
Following table sows comparison oI exports Irom India and oter countries
In &SD Millions
1998 1999 2000 2001
World 2028 926 977 760
Iran 547 520 647 537

China 365 346 249 227

India 378 34 35 330

Pakistan 26 22 27 2

Turkey 0 97 98 98

Nepal 203 22 40 6











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AP1ER 2

CARPET HISTORY
One oI te oldest craIts known to umankind is rug making and its origin can be traced troug various
civilizations and societies. %oug te exact origin oI rug is not known, it is believed tat te nomads
realizing tat teir seep could provide a valuable material Ior rug-making, experimented wit tick,
warm wool, replacing animal skin coverings. %e nomadic Mongolian and Siberian tribes were Iirst
engaged in rug-making tousands oI years ago. %e art oI rug-making, tus migrated Irom one region to
anoter, exposed to diIIerent people and te craIt passed to various cultures.
Arcaeologists ave discovered rugs in tombs tat were at least 4000 years old. %e
most Iamous oI tese rugs is te so-called Pazyryk Rug`, wic was preserved
Irom destruction because it was encased in ice. %is is te oldest rug ever to be
discovered. %e discovery oI tis rug tells us a great deal about ow rugs were
actually made, and ow diIIerent styles evolved over te centuries. Rugs were
initially made Ior utilitarian purposes as coverings to keep te tribes warm in cold
seasons. Over te years, te beauty oI rug as so spread tat it as become not just
a useIul Iloor covering but an exclusive art. In Iact, many museums and galleries
around te world are well known Ior teir collections oI ancient and contemporary
rugs.

As te rug made its way into oter cultures, diIIerent
cultures adapted styles, designs, materials to Iit teir
own local needs and teir individual ingenuity. Bot
vertical and orizontal looms were developed to
make rugs wit diversiIied knotting styles, designs,
adding Iringes on te corners and edges. Varied

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materials like silk, cotton besides wool were used in te rug making process.




Over time te carpet weavers ave grown to creators, artists, wo could weave a story into teir designs
wit every knot tey tied, craIting every piece wit teir earts and making teir creation symbols oI
aesteticism. It is widely believed tat rug-making was more proIound wit quality skills and elaborate
expressions in te Islamic and Asian cultures.
%oday, Indian carpets ave substantially emerged as a major item Ior exports and tereby placed itselI
prominently in te international map. In India, te traditions oI carpet making stretc back into te
medieval era. %e art oI rug and carpet making was introduced in India by te great Mugal emperor
Akbar in te 6t century. e spread rug making as an occupation in te country by bringing Persian
weavers Irom Kasan, IsIaan and Kerman. Some oI te most exclusive carpets were created during te
Mugal era, incorporating an encanting matrix oI designs and colors. Wit a brilliant ead-start, Indian
Carpets paved its way to global recognition Ior teir exquisite designs, attractive color, subtle elegance,
and workmansip.
&S market. As said earlier, carpet industry`s major products are and-knotted and and tuIted carpets.
and-tuIted carpet market is growing rapidly. Some oI industry players believe tat market is being
siIted Irom and knotted segment to and-tuIted segment. owever many players believe tat bot
products are targeted at diIIerent markets. Additionally, and-tuIted carpets ave already entered in to
ome-Iurnising segment. Following cart sows te product wise market sare in Indian exports.
%e Industry as seen a decline during te late 90s. owever, carpet industry as recovered over te last
two years. Many players in Industry doubt weter tis recovery will be sustained or not. %ere are two
kinds oI designs available in carpets: traditional & modern. Modern designs are popular among youts
wile traditional designs are popular among elderly people. %e preIerence is not solely determined by
age. Geograpical location is also important determinant. %raditional designs are popular in soutern
European market wile modern design in nortern European countries. %ere is no suc diIIerentiation in
it.
II one dissects te market, some interesting Iacts come to Iore. %e export destinations can be categorized
on te basis oI potential. It is clear Irom te cart tat te traditional markets like Europe oIIer small

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potential Ior growt toug te volumes are ig. %e scenario may cange in Iuture iI soutern
European countries start driving te growt.
For most oI te players, &SA oIIers a good market based on its size and growt. Also, demand Ior
diIIerent kinds oI carpets is not widely varying as in te case oI
oter countries. ence, &SA oIIers an opportunity Ior bot, traditional as well as modern designs. Similar
case is Ior and knotted and and tuIted carpets. Following cart sows some interesting Iacts about tis.
$ource. iscussion with Industry Experts



Recent Trends
and-made carpets old a signiIicant position in te industry worldwide. India, wit a population tat is
supported by skills or inclination towards suc art and craIt as a strong potential Ior growt. In recent
years, te and-made carpet sector in India as sown a great progress in areas like capacities,
competitiveness, and delivery time. Wit proper inIrastructural Iacilities, marketing, commercial support
and government support, tis industry as tremendous cances oI growt.
%o make te process oI weaving easier, many developments ave taken place in tis sector. At te
beginning, only natural dyes were used to obtain subtle and attractive colors. Madder, a plant wic is
available almost everywere, was te most important colorant oI vegetable origin. %e roots oI te plant
provided sades oI red and pink; green was taken Irom te grass and brown Irom te kicker tree. All tese

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were extracted and ten used as colors Ior rugs and carpets. Gradually, wit te advent oI syntetic
colors, cemical dyes were used in place oI natural dyes. %ese also oIIered a wide range oI colors tat
te weavers deItly incorporated in coloring oI carpets.
Like colorings, patterns craIting is also an integral part in carpet weaving. %e usual procedure Iollowed
by te weaver is to draw is designs and transIer tem to a grap paper on wic eac square symbolizes
a single knot. %en te paper is divided into several parts depending on weter te pattern is intended Ior
te medallion or center or Ior a part oI a repeated pattern. %ese seets oI paper are ten passed on to te
knotting worksop. %ere was anoter metod known as %alim` Iollowed by te weavers oI Kasmir and
Amritsar. A coded color cart is used wic sows te number oI knots to be woven in teir respective
colors. %e master-weaver reads aloud te cart and te weavers Iollow is directions careIully. %e
number oI knots to be woven is indicated by signs.
%is was a time consuming procedure and was carried out wit utmost care. %oday, designing as become
an easier task wit te availability oI CAD/CAM soItware's. Weavers ave switced to computer-aided
designs wic enable tem to create designs in a sort span oI time. Earlier, it was not always possible Ior
te carpet weavers to make te perIect carpet or a rug wic tey ad imagined or were instructed. Now,
wit te elp oI computer designing, tey can visualize te carpet even beIore it is made.
For and-made carpets, looms play a vital role. One oI te most commonly used loom in India is te
roller-beam loom. %e simplest oI tese looms is te one wit two orizontal wooden beams between
wic te wrapped treads are stretced. One beam is in Iront oI te weaver and te oter beind te Iirst.
As te knotting proceeds, te carpet is rolled to te back oI te loom. %e loom gives sape to te carpet-
weaver's creative expressions. owever, today wit advances in production tecnology, macine-made
carpets are becoming increasingly popular.
Besides tis, proper trainings are imparted to bot male and Iemale weavers to come up wit new designs
and better eIIiciency. Skill development oI te weavers as been a igligt. %e government and various
agencies, including carpet manuIacturers also ave come up wit many Iacilities Ior te overall growt oI
te weavers like regular work, improved working conditions, incentives, ealt care and most important
oI all prevention oI cild labor.





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CHAPTER 3
SWOT ANALYSIS OF CARPET INDUSTRY
Indian Carpet industry is a unique kind oI industry. It`s igly unorganized wit lack oI proper cannels.
Still, it as managed to sow impressive perIormance in te past. Wat is beind tis industry wic
drives te exports? One cannot Iorget tat it ad signiIicant sare in Indian exports till early 990s.
SWO% analysis will bring Iort te value drivers and stumbling blocks in tis industry.

Strengths
Artistic skills. Over te period, major carpet centers ave built uge network oI artistic weavers. %e
industry currently is employing millions oI people directly and indirectly. %ey are igly skilled in tese
areas.
Costs. India as an advantage in terms oI costs. %e labor costs in India are comparatively low. Also,
total cost oI producing a carpet is low compared to countries like %urkey, Iran wit out compromising on
quality Ironts eavily.
Innovations. Innovations is one oI te major criteria Ior selling carpets. As carpets are considered as
luxury items and consumer trends re canging continuously, innovation is a key Ior te success. %e
countries like Cina wic produce low cost carpets lack in innovations.
Flexibility. Indian carpet industry can manuIacture all kinds oI carpets. Oter countries ave specialized
in particular carpets. Also, te carpets oI any size can be manuIactured in and knotted categories. %is is
not possible in macine made carpets. %ere are several kinds oI manuIacturers wic can take small
orders or big orders. ence, Indian industry can oIIer wide options to a customer Ior carpet purcases.

Weaknesses
&norgani:ed. Indian carpet industry is igly unorganized. %ereIore, a lot oI activities are duplicated.
ence, it increases te cost oI production. Also, it increases te time oI delivery oI carpets.

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arketing Channels. %e carpet manuIacturers lack te proper marketing cannels. %ey Iind it very
diIIicult to access te customers is increase te market. %ereIore, tey are eavily dependent upon te
buying agents.
Infrastructure. %e inIrastructure is very poor leading to iger time Ior production and costs. Also,
buyers Iind it diIIicult to visit places like Badoi Ior looking designs. Most oI te manuIacturers do not
ave sowrooms in te cities to sowcase teir creations. %ere is only one institute wic provides
courses related to carpet industry.
Professional Approach. Majority oI players lack proIessional approac Ior doing te business. %ey do
not respect delivery time and quality issues. %ereIore, buyers like to deal only troug buying agents to
control tem.
Internal Competition. Many players ave entered te industry increasing te competition. %ere is a
tremendous competition among players on price Iront and are willing to oIIer very low prices even toug
some one as already taken order.
Intellectual Property Rights. Many players in te industry copy designs Irom eac oters. %ere is a
lack oI respect Ior intellectual property rigts. %is demoralizes players Irom designing innovative
products wic is an expensive process.


Opportunities
Globally, ome Iurnising market is moving towards Caret industry. ence, tis movement oIIers a
new market Ior and tuIted Carpets wic are comparatively ceaper to and-knotted carpets
%raditionally, te carpets were purcased by old people. %e evolution oI modern design as attracted
yout market as well. %is segment can be Iurter expanded
AIter dealing wit Cina Ior some time, many players tink tat India provide better option and
Ilexibility. %is kind Ieeling can Iurter be tapped
Carpets are generally considered to be expensive. Wit use oI modern tecnology,
prices can Iurter be reduced. Also, cutting middlemen will directly beneIit te consumers tereby
increasing te demand.
Organized operations can enance te image oI Indian Carpet industry.
%e companies like IKEA, Wal-Mart, etc can oIIer new and larger market to te manuIacturers provided
tis market is properly tapped.
Designing skills oI India are being acknowledged at global level mainly in garments. Similar skill set
can be developed in te Carpet Industry and used as a marketing tool.
%ere is an opportunity Ior providing stocking and wareousing services to various players.

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Threats
II not andled properly, current rebound in te industry may not be sustainable.
&nealty competition in te industry kills eac oter.
Indian carpet industry as not completely got rid oII oI issues like Cild labor. ence, risk oI possible
backlas on te industry is a going to be tere Ior considerable time in te Iuture altoug some action is
being taken on tis Iront.


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CHAPTER 4
PRESENT & FUTURE GROWTH DRIVERS OF THE INDUSTRY
Low - End Carpets
Low end carpets like and-tuIted carpets are currently driving te growt oI industry. %ese carpets ave
expanded te market as tey are ceaper and aIIordable Ior many consumer segments. %ese segments
are going to drive Iuture growt Ior a considerable time.
Modern Designs
As in te case oI low end carpets, modern designs are expanding te market. Modern design is attracting
young consumers. Also, tere are a signiIicant number oI consumers wo preIer modern designs
compared to traditional designs. %ese are prominent in countries like Germany, Scandinavia, etc.
New Markets
%raditionally, carpets industry is dominated by buyers Irom &SA & Germany. owever, new markets are
emerging Ior carpets and tey are growing Iast. %ese are basically developing countries or lesser
developed countries like Spain, etc. Growt in income level is te major driver Ior tis.
Big Retailers
Big retailers like Wal-Mart, Ikea can drive te growt in te carpet industry. %ese players ave uge
network wit a large customer base. Low-end carpets can be a major product tat can be targeted by tese
players.
Cost Management
In %oday`s competitive market, price as become an important Iactor. ence, better price can be oIIered
troug better costs management. EIIective costs management will always be a competitive advantage to
any player. %e trend is common in every industry. Carpet industry is no exception. Better cost
management will reduce te price wic can lead to increase in volume sales.









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Business Process Up gradation
As said earlier, te carpet industry is going troug a major cange. %imely delivery, better price and ig
quality products can only elp carpet manuIacturers Ior survival. Business Process &p gradation is te
tool Ior acieving tis. All tese Iactors will deIinitely improve te present market as well as expand in to
new markets. Oterwise, it`s going to be diIIicult Ior te carpet industry to grow.





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Conclusion
It can be said tat te carpet industry is presently going troug a major cange. %raditional markets are
saturated wile new markets are oIIicering opportunities Ior growt. Modern designs and low end carpets
like and-tuIted carpets are attracting new customer base. owever, te total sales in te carpet industry
ave been stagnant in terms oI value. ence, traditional model oI carpet business is no longer relevant.
%ere is no single kind oI customer. Market can easily be segmented now. Product mapping wit te
consumer preIerences is necessary Ior te Iuture growt in te industry. Indian carpet industry will Iind it
diIIicult to compete wit Cinese industry in terms oI volumes and prices. Innovative range oI products
wit lower volume is going to be mantra Ior success in Indian Carpet industry. ence, eIIicient
coordination and management oI activities is a key Ior success Ior any Indian carpet business. %is oIIers
an opportunity Ior consolidation oI activities Ior reduction in costs, improvements in quality standards,
better product development and timely delivery oI products tereby driving te growt.












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Chapter 5
COMPANY PROFILE

About 1aipur Rugs
Jaipur Rugs is one oI te most renowned market player engaged in te manuIacturing and
export oI superior quality traditional and contemporary rugs and carpets. Found in te year
999 by Mr. Nand Kisore Caudary, Jaipur Rugs as emerged as an industry leader and
a name to reckon wit in te Iield oI manuIacturing oI quality carpets and rugs. Jaipur
Rugs oIIers an excellent and exaustive range oI carpets woven to perIection by skilled
craItsmen. Our trend-setting products coordinate wit te latest in ome Iurnisings and bring
excellence, beauty, and distinction into contemporary omes across te world. Our products include
a wide range oI exclusive andmade carpets diIIerentiating us Irom oter rug manuIacturers. We
specialize in and-knotted and and tuIted carpets and ave been known globally as a category leader.


THE PRODUCT RANGE INCLUDES FOLLOWING VARIETIES
and-Knotted Wool Carpets

and-Knotted Wool-Silk Carpets
and-Knotted Silk Carpets
and %uIted Carpets
Natural Fibers Carpets
%ibetan Carpets
Mats
Sags
Durries
Sumak


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Wit a collection oI undreds oI designs and tousands oI possible combinations Jaipur Rugs is in te
best position to cater to te
customers' tastes across te world. Our 50 in-ouse skilled designers are constantly studying te market
to develop and integrate te latest trends in styles and colors. Jaipur Rugs group as acquired global
reac wit international operations in te &S, Jaipur Rugs Inc., a sister concern located in Atlanta. We
also export to more tan 20 countries globally.

OUR VISION
We look upon business not merely as a source oI income or proIit, but as a way oI
liIe, as a medium Ior putting our talents to good use, wile at te same time
according us an opportunity to be oI service to te community. ProIits will
Iollow. Let us remember tat proIit is not just a set oI Iigures-but oI values.

OUR MISSION
'Service to te community is our motto. Our company strives towards tis Iocused direction to make
te society grow and in and wit our own growt and prosperity. We ensure tat te need oI our
customers is matced by te skill oI our weavers.

~SERVICE TO THE COMMUNITY is company`s motto
Jaipur Rugs Company as long recognized te importance oI issues related to
corporate social responsibility (CSR) and adopted a range oI measures to
ensure tat we respond to various social issues concerning our industry wit
empaty. Jaipur Rugs Iormed its social unit known as Jaipur Rugs Foundation
in 2004. Mainly Iunded by te company, Jaipur Rugs Foundation is involved
in several economical and social programs oI government and oter agencies to
upliIt te quality oI liIe oI weavers & teir Iamilies. Furtermore Jaipur Rugs
as a policy oI employing no cild labor.



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History
Jaipur Rugs is te result oI ard work and commitment oI one man wo converted is dream to divert
te abundant unutilized artistic ands to contribute in bringing India on te international platIorm. %e
istory oI te company can be traced back to 978 wen its Iounder, Mr. N. K. Caudary initiated is
carpet business wit just two looms. Over time e moved to Gujarat were e expanded is business
operations in its tribal regions. AIter staying tere Ior a span oI 3 years e returned to Jaipur to launc
is independent Iirm called Jaipur Carpets in 999. e asserts tat 'It was a process oI selI-discovery.

In 2006 Jaipur Carpets was converted into Jaipur Rugs Company Private Limited and ever since ten
tere as been no looking backwards. Wit a constant Iocus on improving te tecniques oI carpet
weaving, we ave been carrying te ric eritage Iorward into omes and businesses in 20 countries
around te globe. Jaipur Rugs as learned about te market and strategies around te years oI
establising itselI in te domain.

In 2008-09, te Company acieved a turnover oI over 4 million dollars and expects to acieve a iger
turnover in te next Iiscal year. %roug persistent eIIorts, unrelenting determination and commitment
te company as grown to become one oI te leading manuIacturers and exporters oI and knotted rugs
worldwide. We ave also establised ourselves internationally by setting up te Jaipur Rugs Inc in
Atlanta, &SA wic currently looks aIter te distribution oI andmade rugs in te Americas. Jaipur
Rugs as been in te process oI transIorming te liIestyle oI people around te globe troug iger
standards oI creativity and passion.


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Certifications
Wit over 30 years oI experience in te Carpet Industry Jaipur Rugs is committed to continual
improvement oI its customers as well as its employees. Jaipur Rugs is Iocused to improve eac and
every mecanism oI te process wic can contribute to Iurter development oI te products and
people. ig growt, eIIiciency and exceptional perIormance are te outcomes oI te quality systems oI
te organization. Wit our paramount Iocus on quality products and eIIicient customer services, we
ave been able to go beyond te expectations oI our customers.

Quality in product and system is one oI our core competencies. Our production process aderes to a
strict regime oI balanced vertical integration. Starting Irom te procurement oI wool or silk till te Iinal
product is distributed, eac product undergoes a streamline oI multiple tasks wic is inclusive oI
quality inspection at eac stage. %e process makes sure tat te product passes troug a strict quality
control parameter at every stage. Aderence to exceptional quality standards and supervision by
experienced and skilled investigators as enabled us to attain te ISO 900: 2008 and SA 8000
certiIication. %is international standard duly prescribes a set quality management system and quality
control Ior exceeding customer`s expectations and meeting tem witin te speciIied time Irame. Sa
8000 on te oter and is an internationally recognized standard based on international labor
organization (ILO) conventions and te united nations universal declaration oI uman rigts and te
convention on rigts oI te cild. %e standard Iocuses on cild labor, ealt and saIety measures,
Ireedom oI association and te rigt to collective bargaining, disciplinary measures against tose
practicing cild labor, regulation oI working ours, compensation and te implementation oI an eIIicient
management system.

Recently we certiIied wit te Social Accountability International SA 8000 Workplace and uman
Rigts Standards. %e certiIication covers Jaipur`s Iactory, wic associates more tan 40,000 people
across te country. %e Iacility also conducts various on-site awareness programs, on-site training
programs and oter social initiatives in collaboration wit te Indian Government. %ese international
certiIications are an exempliIication oI our unIailing commitment to ensure supreme quality to all our
oIIerings. Seiri ,seiton ,seito, seiketsu, sitsuke.




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In order to provide te best quality products, best-in-class services, valued customer services at
aIIordable prices, we ave also strived towards creating an eco-Iriendly culture. We believe tat te
company`s operational practices sould be suc tat tey protect bot its workIorce and te
environment. We value te dedication and commitment oI our employees and want to make certain tat
tey work in an environment tat is saIe and tat values teir wellbeing.

We at Jaipur Rugs are committed to te olistic development oI all our stakeolders wit a paramount
Iocus on te rural artisans and weavers and teir Iamilies. Jaipur Rugs as also obtained Rug Mark
certiIication wic certiIies and makes sure tat te product is Iree Irom cild labor.

SETUP
Jaipur Rugs as te best oI te inIrastructures to matc te requirements to operate at te global levels to
compete wit te products and support systems tat are one oI te best in te industry. Jaipur Rugs as
been regular in updating te inIrastructure needs to operate its business cycle at te most eIIicient levels.
Jaipur Rugs Company, at present as over 7500 weaving looms on wic approx 40000 artisans` work
across all te centers. %e brances sare a close network wit te ead quarters troug integrated
computer systems. %ese computer systems Iacilitate designing, maintaining inventories, updating and
tracking sipments and storing oter inIormation. %ere are 350 plus work stations and seven servers to
provide speed in data communications. All units and departments are eIIectively linked troug MicrosoIt
Navision Enterprise Resource Planning (ERP), a system tat integrates Iunctions suc as Iinance,
manuIacturing, distribution, customer relationsip management, and e-commerce data to meet te
growing needs oI te company.
%e Company as been very particular in maintaining a sound inIrastructure system at its ead oIIice in
Jaipur and at all its brances across India. %e work places ave been connected online and ave power
back up support systems to avoid any kind oI discrepancies. %e Company is striving to acieve zero
deIect system Ior its operations tereby eliminating te cances Ior any kind oI setbacks.


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Unique Model
By leading te industry in design and innovation, we at Jaipur Rugs are committed to create a unique
relationsip oI beauty, joy, and passion between a rug and its owner, and to promote te ric tradition and
eritage oI master weavers in teir art. Jaipur Rugs makes tis relationsip by building and creating a
global supply cain on a colossal scaleIocused on arnessing uman capabilities and skills at te
grassroots level, tereby providing steady incomes Ior rural men and women in te remotest parts oI India
and connecting tem wit markets oI te ric, suc as te &nited States.

%e Company as its linkages Irom te very grassroots to te end users oI te product. %raditionally,
carpet weaving used to take place troug contractors; te weavers were not paid wat tey really
deserved and were exploited by te contractor. Jaipur Rugs as built a direct contact wit te weaver and
tere is no middleman in between and tis as elped to pass te weaver te return Ior is ard work and
artistic creation. %e weaver can directly deal wit te Company and can put is view point on te matter.
Jaipur Rugs procures te material troug its speciIications and as per te production requirements plans
te manuIacturing oI te goods tereby troug its aggressive marketing tecniques te Company sells its
product to te diIIerent counties oI te world.

%e interlink age Irom te procurement oI raw material till te dispatc oI Iinised goods at every stage is
carried out under eIIicient system synergies and tis makes Jaipur Rugs a unique ecosystem caracterized
by eIIiciency and salutatory coordination. Jaipur Rugs is at a competitive advantage Irom all its oter
competitors because oI its commitment to building deeply rooted relationsips. It is able to do so by
allowing decentralization at te level oI manuIacturing as well as logistical support. It believes in abiding
by its unrelenting Iait in Iundamental social values suc as equality oI wages as well as opportunities,
Skill enancement oI tose associated wit Jaipur Rugs, provision oI social welIare services suc as
ealt care, educational services etc. Since Jaipur Rugs demonstrates suc strong social values it is able to
build enduring relationsips wic in turn inIluence te quality oI its products.

%ecnically too te company`s arcitecture combines several interlinked Iacets suc as inIormation
tecnology (I%) inIrastructure, uman interaction, loyalty, and training. Its Enterprise Resource Planning
(ERP) system optimizes its geograpically diverse supply cain by allowing Ior continuity oI work,
institutionalizing quality control and acieving scale. %e company also Iocuses on creating well-

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designed communications networks tat enables delivery oI raw materials, communication wit te
weavers and te artisans and tracking te progress oI work in its remote locations.
Our production process aderes to a strict regime oI balanced vertical integration. Starting Irom te
procurement oI wool or silk till te Iinal product is distributed, eac product undergoes a streamline oI
multiple tasks wic is inclusive oI quality inspection at eac stage. Aderence to exceptional quality
standards and supervision by experienced and skilled investigators as enabled us to attain te ISO 900:
2008 and SA 8000 CertiIication. %is international standard duly prescribes a set quality management
system and quality control Ior exceeding customer`s expectations and meeting tem witin te speciIied
time Irame.

Despite several success stories to its credit, Jaipur Rugs is grounded in its commitment to te
development oI te rural communities in wic it works, and to te cultivation oI leaders trougout te
organization. %ere ave been several examples werein people ave been rewarded wit positions oI
leadersip. Jaipur Rugs seeks to continually deepen and strengten tese relationsips wit and between
its 40,000 employees and its growing number oI global customers. %is will prove eIIective in
establising organizational capabilities at a global level.

Awards and Accolades:
Owing to its exquisite designs and socially appropriate business practices, te Jaipur Rugs
Company as been onored wit several prestigious accolades and awards Ior its outstanding
perIormance in te carpet industry. Some oI te awards received in year 200 is as Iollows:
O Ernst & oung Entrepreneur oI te ear Award 200-Start &p' by Ernst & oung, India
O Distinguised Entrepreneursip Award' by PD Camber (200)
O igest Export PerIormance Ior and Knotted Carpets' by CEPC, Govt. oI India (200)
O Award oI Excellence - Floor Covering` by FN (200)
O Sankalp 200 : Social Enterprise Awards & Investment Forum` by Sankalp Forum (200)
O CertiIicate oI Appreciation` by FICCI-SEDF (200)
O Indian Acievers Award For Business Excellence` by Indian Acievers Iorum (200)
Visionary beind Jaipur Rugs, Mr. Nand Kisore Caudary was bestowed wit &dyog Rattan
Award Ior outstanding perIormance in te Iield oI industrial development oI te country, New Deli
(2006-07). e as also been invited to various seminars suc as Sessions on Corporate social
responsibility` organized by ConIederation oI Indian Industry, Entrepreneurs Seminar` at Institute oI

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Management Studies, Bikaner, Social Entrepreneursip` at Warton Scool oI te &niversity oI
Pennsylvania in te &nited States. Mr. Caudary as also been enlisted in te category oI Remarkable
Persons developed by te organization called Growt Ior All`. Kavita Caudary, Design Director Ior
Jaipur Rugs Company as been awarded te Emerging Woman Entrepreneur Award by IILM Academy
Ior iger Learning.




















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CHAPTER 6
TRAINING REPORT
Jaipur rugs is a company involved in procuring , manuIacturing and selling oI and knotted carpets. AIter
my introduction wit te diIIerent departments in te company, I was Iinally allotted te Researc and
development (R&D) department.
I went troug te routine introduction process were I came to know various processes in tis
department. Since tis department primarily deals in designing and manuIacturing oI maps Ior carpet
manuIacturing so te various processes were-:
) Introduction oI Jaipur rugs and Iormality (R).
2) Basic introduction about te design department. (Mr. Rakes Sarma)
3) Basic study about te and knotted carpet. (Mr. Amit Soni)
4) Basic inIormation about te design , matcing during map preparing etc.(Mr. Sanjeet Gupta)
5) Basic inIormation about carpet and yarn dyeing related activities. (Ms. Ruci Sarma)
6) Basic inIormation about various stages in design department wit Navision. (BeIore MAP printing).
7) Basic inIormation about various stages in design department wit Navision. (AIter design
conIirmation).
AIter my introduction wit tis department I was anded a Iew projects on wic I ave to work and Iind
te solutions to various problems. %ese projects were very relevant to me as an MBA student because
tey were primarily related to cost cutting and waste control. Since my training Iield is operations
management so tese projects were useIul to me to apply my knowledge .%ese projects are summarized
under-
) Documenting various process in Design and Development department.
2) Calculation oI map printing cost (running cost only).
3) Pile eigt measuring device construction.
4) Observing te inventory management system in store and suggestions Ior improvement.



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Besides tese projects I also ave to work on Iew oter studies, like-
O Study about te quality oI yarn wic we are using now.
O Study oI Carpet ManuIacturing Process .



















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DESIGN AND DEVELOPMENT DEPARTMENT

Design and development department is a department were all visual as well as imaginative work is done
wic includes sketcing, coloring oI carpet and new development wit new creative and innovative
ideas. %is department is also an originator and developer oI maps. Maps are basic oI real carpets. Map
work as a guideline Ior weavers in simple way we can say tat map is blue print Ior woven carpets.






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1) DESIGN SECTION

1. Standard Operating Procedures In Design and Development


Design and Development Department (D&D) is te one were all visual as well as imaginative
work is done wic includes sketcing, coloring oI carpet and new development wit Ires,
creative and innovative ideas. %e department is an originator and developer oI maps. Maps are
basic oI real carpets. %e Map works as a guideline Ior weavers in simple ways. We can say tat
a map is a blue print Ior woven carpets.
%e key processes tat take place in te Design Department are as Iollows:

. Sketcing : It is te Iirst step oI designing, were a sketc is drawn. %is is te most time
consuming process. %e Iinal sketc passes troug a crucial cecking process. Even te
minute details are closely monitored and rectiIied beIore te Iinal approval.

2. Matcing: Matcing includes Iilling colors in eac and every part oI te design. A set oI
colors are tried multiple times to get te one wit wic design could be optimized visually
as well. %e process Iollows matc cecking. A sade card is prepared wit color code and
sample oI wool on it.

3. Color Copy: %is process takes place wen an existing design is resized. %e digital Iile is
reworked to attain te desired size, including modiIications in sketcing and matcing
processes. %is digital Iile passes troug a cecking process beIore Iinal approval.

4. Final print : Once Iinalized, a master print is eld in reserve Ior reIerence (not sent to
weavers). %is print migt be 60-70 oI te actual size.
A printout oI Iinal map is taken, to proceed it to te manuIacturing process. %e print is not
same as te actual size oI te carpet.

5. Cutting and Pasting: %e printed copy oI map may contain diIIerent parts oI design, wic
are not aligned. %e printout is ten cut and pasted accordingly, to send to te weaver.

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6. Writing Instructions: %e speciIications and instructions Ior a weaver are written on te map,
Ior instance, Irom were one needs to copy te design and up to wat part oI a design. %e
yarn and color codes are also written at te bottom oI te corresponding color key.

7. Lamination: Paper maps can easily torn and get damaged. Cutting ere is done to part te
map Ior lamination. Laminated cut outs are ease to andle, Ior weavers as well as Ior
preservation.

8. Attacing Sample %reads: A sample oI eac yarn being used is attaced on te map, along
wit its color code.
%e map passes troug a Iinal inspection process beIore reacing te weaver.















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2 . PRINT SECTION






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3. LADI ROOM

In ladi room sample treads are attaced to te map Ior te colour clariIication. Ladi room is a section
were all te possible colours wic are to be used wile making te carpet are maintained by colour
code wic is given to te eac colour wool.











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PRO1ECTS REPORT

PRO1ECT-1
My Iirst project was to study te Design & Development department and document eac project in te
Iorm oI Ilow carts. AIter a toroug observation oI te diIIerent processes I was able to document tem.
%e depiction oI tose various processes is as under-
Project Process Overview:
%e project overview describes te overall Iunctionality in straigt Iorward terms. It is project
brieI in wic every step is explained. %e Project aims to provide an overall integrated Iramework Ior
strengtening te resource planning but also recognizing te process Ilow oI work wit te data, risk
management and risk reduction.
Project starts wit te planning process in wic all requirements are discussed in team and tese
requirements are Iragmented according to te given Iields and noted down. In every pase approval is
necessary to move current process to te next process.
AIter completion oI planning process user will enter in next process tat would be sketcing
process. In sketcing process, sketc is made and inspection is done tat weter sketc is according to
te requirements speciIication or not. AIter approval it goes to next process tat is matcing process.
In Matcing process ground and border color is decided and according to tese color accent color
are Iill. Wen matcing is done inspection took place. In wic it is ceck weter colors are accordingly
or not. AIter tis, it is ceck iI te design iI is oI sample or customer. II it is sample ten it directly moves
te print section and iI it is customer ten Computer Aided Design (CAD) is sent to te customer Ior is
Ieedback/approval. %is process is known as customer Ieedback/approval process. AIter approval oI
customer it goes to te Print section.
Print section is te next process in wic printing oI te design take place and maps are produced.
Wen maps are produced tey are sent to diIIerent brances to distribute among weavers to weave te
carpet. During tis process inIormation regarding carpet is track down in carpet status process.
Wen carpet is complete ten it is sent to ead oIIice Ior te inspection. In tis process it is
cecked Ior validation weter carpet is according to te given requirement or not. II tere are minor

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canges ten rework can be done but iI tere are major canges ten carpet can be canceled. And iI carpet
is passed Irom all validation points ten it is sent Ior sipment.

Re-engineering Process Flow of Project
Process Overview Flowchart:


Start

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Project Description
Planning
What is planning?
Planning is a process Ior accomplising purpose. It is a blue print oI business growt and a road
map oI development. It elps in deciding objectives bot in quantitative and qualitative terms. It is setting
oI goals on te basis oI objectives and keeping in te resources.
A plan can play a vital role in elping to avoid mistakes or recognize idden opportunities. Preparing a
satisIactory plan oI te organization is essential. %e planning know te business and tat tey ave
tougt troug its development in terms oI products, management, Iinances, and most importantly,
markets and competition.
Planning elps in Iorecasting te Iuture, makes te Iuture visible to some extent. It bridges between were
we are and were we want to go. Planning is looking aead.
Planning process
Planning is te Iirst and important stage oI te project. Planning is done in bot sample and
custom cases. Planning is basis oI all Iurter stages means Iollow up stages will take input Irom planning
stage. In te planning stage all requirements oI eiter sample case or custom case is recorded in speciIic
Iormat wic is determined aIter researc oI
Planning Iorm contain te entire requirement tat are require during process oI carpet.
Planning starts wit idea. Idea can be Irom any source tat can be Irom magazine, customer design or
some oter source. In tis Iorm all requirements are Iilling and tese are review by te user. II any detail
is missing ten it sould be Iill and iI any Iield does not ave any requirement in tat case Iield contains
not required text.
AIter review it goes to approval to te iger autority.


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Sketching
Sketc may reIer to drawing and oter visual arts Multi-sketc, unscripted improve sketcing using a
digitizing tablet.
It is te second process oI design progression. A sketc is an introduction oI any visual
representation. It is a basic Ilow initially te outlines are drawn ten color are Iilled in tem. Sketc
completion is Iollowed by sketc cecking. Sketc planning is done on te basis oI a map size.
A sketc is prepared to provide tree purposes oI te carpet design development.
Firstly, a design is developed aIres to add it to a library oI samples. It starts Irom design ideation.
Secondly a design is provided by a customer. It could be in any Iorm or received as an idea. %irdly a
design, already exist but its size doesn`t go wit te ordered size. In tat case, sketc is created to Iit te
new size.
Sketch checking
Detailing carries complexity, Ior tis reason te sketc needs to be properly cecked. %e correct
syncronization between te size oI diIIerent design part oI te same Iigure as to be cecked and
matced or it sould appear in proportion to te oter Iigures weater tey belong to ground or border









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Sketching Flow Chart






No





Rework


es


\
Start
Sketc
Review
Sketc is send to te
Design ead Ior te
inspection
Approved
Result
Sketc Is Made
Sample Custom
II
Sketc Required
Sketc is not
required
II Rework
Sketc Start as per Planning
ance|
1

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NO PASS

Sketching Flow Chart Process
5. Sketcing process will be started by selecting Project no.
Note: In (Custom Order)
IF sketcing not required ten selects 'Sketch not required ceck mark tis Action will allow you
to move to te next process (Matcing Process) automatically.
ELSE Go to step 6
6. Senior Sketcer will issue te sketc to a sketcer wit te issue comment and enter te sketcer name
and issue date.
7. Sketc will be received and receive date will be entered.
8. Sketcing Review
8.1 IF passed
8.1.1 Send Sketc to te sketc inspection OR Go to Step 9.
8.2 ELSE Rework
8.2.1 again Issue sketc Ior te correction and enter issue date and
sketcer name in new line.
9. Sketcing Inspection by Design ead.
9.1 IF Approved
9.1.1 Note down Design Name, VeriIication Details and Inspection %eam
9.1.2 And will automatically go to te Next Process(Matcing Process)
9.2 ELSE IF Rework
9.2.1 Send it Ior review wit Remarks. OR Go to te Step 8.
9.3 ELSE Cancel
Note:
2
nd
Move to Next
rocess

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. II sketc is not required ten ceck box sould be marked and all entries wic are needed to be
Iilled by user except design name will be Iilled up wit N/A.
2. Design Name will be given by sketcer.

Matching
Matcing process starts aIter sketc cecking ere Matcer ave a Iinal sketc, Sketc goes to te
next process were matcing is accomplised. At tis point , Matcer at least know te color boundary
Ior every design element oI te carpet. %e range oI colors is arranged Ior tat particular drawing oI a
carpet. Matcer Iill te colors in it so tat every part oI it looks matced wit every oter part tat`s wy
tey call tis process Matcing Process.
In tis process ground and border color is decided. One design can ave more tan one Matcing
means one design can ave more tan one ground and border color combination, %en according to tese
colors(Ground & Border Colors) oter colors( Accent Colors ) are Iilled in Design. In Iact tese ground
and border colors give aestetic planning instruction on te basis oI wic accent color are cosen.
Accent colors could be added modiIied or deleted.
AIter tis matcer prepares a sade card according to te complexity oI design. Sade contain te
color and code oI diIIerent color wic are Iill in te design. Every new matcing ave new sade card
no. And Samples treads are attaced Ior te cosen colors.
Matcer doesn`t Iinalize te entire Sade card unless e believes in or Matcing inspection team
convinced wit te matcing only ten te sade card is passed.
Every Color as a unique code wic is kept in a Database called Color PortIolio. Color PortIolio
contains all te details related to every color. %ese colors are entered in tis PortIolio aIter Approval.
Matching Checking
Designing processes are very sensitive processes. %e number oI matcing color used Ior it
sould not go above or below its visual requirements. A number oI eac sade is cross cecked. All te
ligt colors sould not be placed closed to eac oter. %e same case is wit te dark colors. %e accent
colors sould appear as a state oI balance.
A lot experiments could be done using matcing wit te purpose to make a carpet exceptional.

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Matching Flow Chart







No





es



2
Start
Custom Sample
II
Matcing Required
Matcing Start as per Planning
Matcing Is Done
Matcing is sent to
design ead Ior
inspection
II
Approved
II Rework
Move to Next
rocess
ance|
nd
Color Copy
Color Copy Is Done
nC

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No es




Matching & Color Copy Flow Chart Process
10. Matcing process will be started by Selecting Project No.
10.1 IF Matcing is not required select ceck Mark 'Matcing not required it will
automatically move to te Color Copy process.
olor copy Process: In te color copy process, Sketc will be Issued to te color copier and receive at
te completion and get it cecked and approved by concerned person.
10.2 ELSE Go to te Step .
11. A Senior Matcer will click te 'Create new matcing Button and 'Matcing Development Record
will display.
11. B Ground and Border Color are decided by te design ead and tere planning date is enter by te
senior matcer.
12. Senior Matcer will issue te matcing wit an issue comment and Sade card wit its No. to te
matcer and issue date, matcer Name and sade card no. will be entered.
13. Matcing will be Received and received Date will be entered.
14. Matcing is sent Ior te Inspection to design ead.
14.1 IF Approved
14.1.1 Remarks and Inspection %eam are note down.
14.1.2 And will automatically go to te Next Process
14.2 ELSE IF Rework
14.2.1 8 Send it Ior rework wit Remarks and Go to te Step 12.
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14.3 ELSE
Cancel


Note:
O ere iI it is te Custom case and CAD is required by te customer Ior te approval tan CAD
will be sent to MR. Raul so tat e can send tat CAD to Customer.
O II matcing is not required ten ceck box sould be marked and all entries wic are needed to
be Iilled by user will be Iilled up wit N/A.
O ere iI design as more tan one matcing tan Ior every new matcing user ave clicked te
button 'Create New Matcing and New 'Matcing Development Record will be opened.


PRO1ECT -:2

MAP COST CALCULATION

) Map cost calculation- %e total cost oI preparing a map aIter completion oI all processes can
be calculated by summing all te individual costs oI diIIerent processes .%ese costs will
include te salaries and wages paid to te employees wo are employed in map making, as
well as te material cost.

ow to calculate-
Roll cost /sq.mt. Printing cost/sq.mt. Lamination cost/sq.mt man our cost oI all te
workers employed oter petty material costs.

I started my observations Irom te point were te plotter is employed. I selected 0 design maps
to be printed wic were diIIerent in designs and used diIIerent colors in diIIerent amounts .%e

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reason beind tis selection was to take an averaged estimation oI te diIIerent materials
consumed on tese maps, so tat it will give an idea about average costs involved in printing oI
a map.








The various designs to be printed on map which I selected were-

Sr.No. Map No. Description
69505 MAP RC% 2X3 %&F NOR %AC-03 RED RED
2 6956 MAP RC% 5X8%&F NOR %AC-05 WALN&% ICE BL&E
3 6952 MAP RC% 2X5 / RS WL SPR-52 ASWOOD SILVER5 GRA
4 694 MAP RC% 2X3S&MAK MAK%-04 S%ONE BL&E (584) SOF% GOLD(5853)
5 6942 MAP RC% 2X3S&MAK MAK%-04 S%ONE BL&E (584) SOF% GOLD(5853)
6 6949 MAP RC% 9X2 8/8 RS %W LP PS-05 BONE WI%E DARK SAND
7 69544 MAP RC% 8X0 / RS WL SPR-702 WEA% WEA%
8 69540 MAP RC% 8X0 / RWS SKR%-503 FROS% GRA ASWOOD
9 6954 MAP RC% 8X0 / RWS SKR%-57 R&B RED R&B RED
0 69542 MAP RC% 8X0 / RS WL SPR -70 FROS% GRA FROS% GRA



Paper length used for each map

Map No. Paper width Paper Length Used
69505 07 cm 35 cm
2 6956 07 cm 66 cm

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3 6952 07 cm 89 cm
4 694 07 cm 33 cm
5 6942 07 cm 33 cm
6 6949 07 cm 23 cm
7 69544 07 cm 898 cm
8 69540 07 cm 06 cm
9 6954 07 cm 50 cm
0 69542 07 cm 742 cm
%O%AL LENG% 2365 cm
Effort of each worker at different stages
Sr.No. Process Operator Time Net Cost
Plotter printing Mr.Junaid 0 min 58 /-
2 Pasting & Folding Mr.Dituraj 40 min 4 /-
3 Instructions writing Mr.Zakir 20 min 46 /-
4 Instructions Cecking Mr.Gajraj Sing
Gurjar
70 min 34 /-
5 Cutting Mr.Dituraj 30 min /-
6 Lamination & Rolling Mod. Illiyas 80 min 37 /-
7 Ladi attacment Mr.Munna 30 min 47 /-
8 Final Cecking ( size
cecking)
Mr. Ramraksa 70 min 35 /-
9 Final Cecking 2
(ladi cecking)
Mr .Anil yadav &

45 min
45 min
32 /-
Total aggregate cost of labour 314 /-



%e various costs involved at eac stage on tese maps were -

) Plotter printing - Paper Roll lengt (2365 cm) Wastage (8 cm oI paper lengt)
Ink (75 ml) Ink ead cost 0 min oI worker`s time.

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%O%AL COS% 23.65 X 8 .8 X 8 .075 X 900 85 58
89 9.44 67.5 8558
408



2) Pasting & Folding 40 min oI worker`s time alI a roll oI tape

%O%AL COS% 4 5 19



3) Instructions writing 20 min oI worker`s time
%O%AL COS% 46

4) Instructions Cecking -70 min oI worker`s time

%O%AL COS% 34

5) Cutting 30 min oI worker`s time

%O%AL COS% 11

6) Lamination & Rolling Lamination roll lengt (0454 cm including waste) 80 min oI
worker`s time

%O%AL COS% 0.454 X 7 37
110
7) Ladi attacment alI oI stapling pin box Quarter oI a Iull lengt tape
30 min oI worker`s time

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%O%AL COS% 5 2.5 47
54.5

8) Final Ceckings- 70 min oI Iirst cecker`s time 45 min oI second cecker`s time 45
min oI tird cecker`s time

%O%AL COS% 35 32 67


NET AGGREGATE COST ( Labour + Material ) 408 9 46 34 0 54.5
67
750 /-



Now,
%otal area oI all te 0 Maps printed 2365 x 07 253055 sq.cm
253055 /2.54x2.54 sq.inc
39224 sq. inc
39224/2x2 sq.Ieet
272 sq.feet

Now,
Total cost for printing a map per square feet 750/272
2.76 /-

Total cost for printing a map per square meter 750/25.3
29.6 /-

Now iI we want to calculate,just te cost oI material ten,
%otal cost oI material Ior printing a map per sq. mt. (750-34)/25.3
17.25


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II we just see our above analysis, our average cost per map will be 750/0
75/-

Now iI we ave to calculate ow muc we are spending on printing a single map ,
Our total montly spendings are- material Ior 40 x 26 maps( we assume 40 maps are printed daily)
montly salaries paid to te workers involved in map printing
26x4x436 54500
99844

So our actual spending per map 99844/ (40 x26)
99844/040
96/-

Our efficiency 75/96 x00
78.12
ence our eIIiciency oI printing maps is nearly 78 percent wic can be improved Iurter by making
canges in works assigned, layout and line balancing.






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SUGGESTIONS FOR IMPROVEMENT-:
) %ere is a scope oI improvement in te layout oI workstations as te distance between master
cecker( Mr. Munna ) and te color rectiIier ( Posterbaaz) is too large and wen te color
rectiIied master copy again returns to te map printer , it again as to cover a long distance.
%is disrupts te process Ilow and reduces eIIiciency. My advice is to place all tese tree
workstations as near as possible.
2) II we consider te time taken at eac workstation we can again rearrange te distribution oI work
among diIIerent working points, ence a properly balanced line will prevent time waste and
backlogs at diIIerent points.
3) By crosstraining te workers Ior diIIerent jobs wic are easy to execute like cutting pasting ,
laminations, ladi attacment etc we can prevent bottlenecks and eliminate work interruptions
during labour absenteeism.
4) %e work given to any worker sould be clearly mentioned and any task sould not be andled
randomly by diIIerent people ,tis will reduce error occurrence.














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PRO1ECT 2

PILE HEIGHT MEASURING DEVICE CONSTRUCTION AND TESTING -
%e company was initially employing a simple scale Ior measuring te pile eigt oI te carpet.
%is metod oI measuring te pile eigt oI carpet was not very accurate as tere were variations in te
eigts oI pile along te surIace. So we constructed a device containing a graduated scale and a sliding
strip .%e sliding strip was Iree moving along te lengt oI te scale. Wen te scale was eld vertically
and te stripe was leIt to slide , it rests over te carpet surIace and we can look te eigt oI te pile by
seeing te matcing point oI te scale and strip, tis metod is more accurate because it takes a larger area
oI carpet during measurement. I tested it on a Iew samples and te pile eigt Iindings were accurate.

Pile height measuring device







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PRO1ECT 3 -
PRODUCTION DEPARTMENT-:

%e above sown process Ilow sows te working oI production department.
Besides executing tese Iunctions te production department ,also ave to make various reports and tey
also ave to update tem completely. %ese reports are summarized as under-

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Inventory management system
Wile observing te inventory management system in te store oI Jaipur rugs ,it was apparent tat te
Inventory storage and tracking is not well documented and tere is a need oI putting te inventory stocks
on te ERP system and keep tem updating . Rigt now material in te store are not planned according to
te Iuture requirement oI materials .%e ongoing practice is to order te procurement oI raw wool or te
dyeing oI procured material just wen te intimation is received Irom te production department. ence
te maintenance oI raw material inventory is on ad oc basis .
My job will be to study our present yarn inventory management system tourougly and document te
Iollowing tings-
. %o identiIy wat else can be updated on te ERP .
2. Inventory monitoring system.
3. Feasibility oI connecting packing oI material wit te present levels oI stock so tat te outgoing
amount is automatically deducted Irom te present level oI stock.
4. DeIining minimum stock levels Ior eac sade oI yarn in stock.
5. Design system to prevent understocking or overstocking, ence minimize wastage.


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AIter a toroug observation oI te procedure oI inventory management in te store I Iound many
discrepancies and scopes oI improvement. %e various suggestive measures wic I tougt can
be implemented in te store department are enumerated downwards pointwise.


SUGGESTED IMPROVEMENT MEASURES
. %e racks Ior olding inventory are arranged in a zigzag way , ence olding muc larger space
tan tey actually requires. %ese racks can be rearranged in a more eIIicient manner so tat least
space is required and loading and unloading can be done muc easily witout any wastage and
delay.
2. Many oI te sades oI yarn tat are stored are not updated on Navision ence tere is no
inIormation about te inventory levels oI tese sades, so te need is to update eac and every
sade on te ERP system and regularly updating it .
3. %e present way oI acting is wen a job card is issued to te store about material requirement te
store manager cecks te amount oI inventory oI eac required sade and ten orders to pack te
required amount, and iI te inventory present is lesser ten required ten tey orders dyeing oI
raw wool in tat particular sade and iI raw wool is not available tey will look Ior vendors to
procure it. So te need is to deIine and maintain minimum stock levels Ior eac sade and tese
stock levels sould vary according to Irequency oI order oI requirement Ior tat particular sade
in recent past istory. %e updating oI tese deIined minimum stock levels is also mandatory
because trends in colors keep canges over time ,ence demand sould be te basis Ior assigning
minimum stock levels to eac sade.

4 1he lnvenLory sLorage can be more sLandardlzed lf we sLandardlze Lhe welghL of bobblns of
yarn l mean Lo say LhaL rlghL now we are keeplng yarns ln Lhe bobbln welghL range whlch varles
from 170 230 grams of welghL 1hls varlaLlon ls because Lhe yarn ls wound ln Lhe form of
bobblns manually by workers who do lL [usL on Lhe basls of Lhelr experlence 1he need ls Lo keep
Lhe welghL of Lhese bobblns as sLandardlzed as posslble 1here can also be a posslblllLy of
employlng bobblns of welghL 400 grams and 200 grams raLher Lhan only 200 grams because
mosL of Lhe packaglng orders packs yarn shades whlch are all above Lhan 400 grams so Lhls wlll
reduce efforLs durlng packlng as well as lL wlll requlre less space


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3 1he racks for holdlng lnvenLory should be arranged ln a manner LhaL Lhe mosL frequenLly
ordered yarn should be placed nearesL Lo Lhe packlng zone Also Lhls yarn should have Lhe
hlghesL mlnlmum sLock level

6 Slnce wool yarn yleldlng from Lhe sheep ls a very seasonal process hence Lhe supply of raw wool
ls very erraLlc whlch resulL ln lnvenLory shorLage and packaglng delays durlng Llme Lo Llme So
Lhe need ls Lo malnLaln large sLock amounL of raw wool whlch can be opened and dyed
whenever requlred 8uL durlng sLorage Lhe raw wool should be kepL ln susLalnable
envlronmenLal condlLlons so LhaL Lhe yarn ls noL damaged ln long Lerm
eferences -

1 8ugs of lndla wwwrugsoflndlaorg
2 !alpur 8ugs www[alpurrugscocom
3 news updaLes of !alpur 8ugs wwwnews[alpurrugscocom
4 ! Anderson n Pennlng Ck rahalad Lmpowerlng Weavers as lnnovaLors wlLh lC1 MedlaLlon
ln Lhe Supply Chaln A case of !alpur 8ugs ln lndlan ConLexL"
3 ! Anderson n Pennlng Ck rahalad !alpur 8ugs ConnecLlng 8ural lndla Lo Clobal MarkeL"
Case1428849 Mlchlgan 8oss school of 8uslness
6 Ck rahalad LradlcaLlng overLy 1hrough roflLs Case of !alpur 8ugs Company" 1he lorLune
aL Lhe boLLom of Lhe yramld 3
Lh
LdlLlon Wllllam uavldson lnsLlLuLe 2009
7 SLudy on !alpur 8ugs" 8evlslLlng value chaln lnlLlaLlves lnslghLs from Lhe baseof Lhe
pyramld perspecLlve" Wllllam uavldson lnsLlLuLe 2010
8 8ugs of lndla wwwrugsoflndlaorg
9 !alpur 8ugs www[alpurrugscocom
10 news updaLes of !alpur 8ugs wwwnews[alpurrugscocom
11 8ugs of lndla wwwrugsoflndlaorg
12 !alpur 8ugs www[alpurrugscocom
13 news updaLes of !alpur 8ugs wwwnews[alpurrugscocom
14 ! Anderson n Pennlng Ck rahalad Lmpowerlng Weavers as lnnovaLors wlLh lC1 MedlaLlon
ln Lhe Supply Chaln A case of !alpur 8ugs ln lndlan ConLexL"
13 ! Anderson n Pennlng Ck rahalad !alpur 8ugs ConnecLlng 8ural lndla Lo Clobal MarkeL"
Case1428849 Mlchlgan 8oss school of 8uslness

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16 Ck rahalad LradlcaLlng overLy 1hrough roflLs Case of !alpur 8ugs Company" 1he lorLune
aL Lhe boLLom of Lhe yramld 3
Lh
LdlLlon Wllllam uavldson lnsLlLuLe 2009
17 SLudy on !alpur 8ugs" 8evlslLlng value chaln lnlLlaLlves lnslghLs from Lhe baseof Lhe
pyramld perspecLlve" Wllllam uavldson lnsLlLuLe 2010
Internal Proprietary Documents
18 Annual reporL 2010 !alpur 8ugs
19 roprleLary documenL !alpur 8ugs rocess uocumenLaLlon 2010
20 roprleLary documenL rocess Cycle !alpur 8ugs" 2011
21 roprleLary documenL SLandard CperaLlng rocedures roducLlon ueparLmenL and SLores"
2011
22 roprleLary documenL 1lme MoLlon sLudy on Showroom" 2011
23 8ugs of lndla wwwrugsoflndlaorg
24 !alpur 8ugs www[alpurrugscocom
23 news updaLes of !alpur 8ugs wwwnews[alpurrugscocom
26 ! Anderson n Pennlng Ck rahalad Lmpowerlng Weavers as lnnovaLors wlLh lC1 MedlaLlon
ln Lhe Supply Chaln A case of !alpur 8ugs ln lndlan ConLexL"
27 ! Anderson n Pennlng Ck rahalad !alpur 8ugs ConnecLlng 8ural lndla Lo Clobal MarkeL"
Case1428849 Mlchlgan 8oss school of 8uslness
28 Ck rahalad LradlcaLlng overLy 1hrough roflLs Case of !alpur 8ugs Company" 1he lorLune
aL Lhe boLLom of Lhe yramld 3
Lh
LdlLlon Wllllam uavldson lnsLlLuLe 2009
29 SLudy on !alpur 8ugs" 8evlslLlng value chaln lnlLlaLlves lnslghLs from Lhe baseof Lhe
pyramld perspecLlve" Wllllam uavldson lnsLlLuLe 2010
Internal Proprietary Documents
30 Annual reporL 2010 !alpur 8ugs
31 roprleLary documenL !alpur 8ugs rocess uocumenLaLlon 2010
32 roprleLary documenL rocess Cycle !alpur 8ugs" 2011
33 roprleLary documenL SLandard CperaLlng rocedures roducLlon ueparLmenL and SLores"
2011
34 roprleLary documenL 1lme MoLlon sLudy on Showroom" 2011


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News and web articles
1 1lme llne of carpeL lndusLry hLLp//wwwlnLercarpeLscouk/hlsLory/LlmellnehLml
2 '1he documenL revlew rocess a whlLepaper' 8 Loglx
hLLp//wwwbploglxcom/docs/lmarkup_documenL_revlewpdf
3 lnLroducLlon and supporL package Culdance on Lhe concepL and useage of Lhe process
approach for managemenLs sysLem lSC/1C 176/SC2/n344483 wwwlsoorg
4 rlvaLe communlcaLlon wlLh n k Choudhary