Brotex Industries

M.A. TEXTILE
BROTHERS DYEING
 Brotex Industies
Brotex is operating in Pakistan. Catering the local markets and the
most famous brands of Pakistan.
Brotex maintains On Line Quality Checking system: This type of
quality control is carried out without stopping the production
process. During the production process, set of processes
automatically perform that detects the faults and correct them.
Mission
Provide Quality service in relatively low price.
Seek high standards of performance.
Aims to maintain long-term leadership position in the Textile segment in which
it competes.
Safe and Environment friendly organization.
Strives to protect each shareholder’s investment and to give them a good
return.
 Vision
To meet the production goals by 2018 that was set in 2013.
To expand the group to a higher level.
To introduce a clothing brand in the market.
To add new advanced imported machineries.
To start exporting cloths to international market.
To add spinning, weaving and stitching units.
 Values
Respect.
Innovation.
Teamwork.
Self sufficiency.
Integrity.
 Principles
Positive part of problem.
Work on merits.
Customer Satisfaction.
Committed delivery.
Deliver to achieve sustain and growth.
Zero defect mentality.
 Our Strengths
Excellent Plant layout.
High Production Capacity.
Availability of whole range of processing machinery.
Availability of energy backups.
Large customer bank including the popular brands.
Wide processing capabilities.
 Strengths
Export quality processing capability.
Good reputation of producing quality products.
Qualified and experienced human resource and marketing staff.
Highly qualified and skilled team in production.
Honesty in promises.
Strong focus on quality.
 Service Portfolio
Pretreatment range:
Mending, Singing, Scouring, Half Bleach.
Dyeing Range:
Reactive, Disperse, Direct, Acrylic.
Printing Range:
Reactive, Pigment, Disperse, Discharge, Digital
Finishing Range:
Soft Hard, Wrinkle-free, perfumed, Glaze finishes.
Other Facility:
Nug making.
 Product Qualities
1. Cotton
2. Lawn
3. Cambric
4. Viscose
5. Staple
6. Swiss cotton
7. Shafoon
8. Karachi Net
9. Khaddar
10. PC, AV and PV etc
 Competition

Major Competitors
Humbal Textiles
The core focus of Humbal is on Digital printing
30 Digital printing machines
Substantially large capacity in comparison to the small digital printing capacity
of MA Textiles.
Major Competitors contd.
Opera and Zeenat Textiles
Similar in productive capacity.
Neck to neck competition with these competitors.
The main competing aspect of these industries is the quality of their product.
MA textiles however, over the past few years, has dominated the market with
higher sales.
Competitive Priorities

Quality
MA textiles provides a consistent quality of products while aiming to do better
than the competitors in terms of each individual product.
Quality plays the most important role in the competitiveness because the
Order Winners are based on this very key element, which the company
recognizes and takes care of.
Competitive Priorities
Flexibility
One of the keys to the success of the company in the competitive market environment.
Two types of processes i.e. Digital Printing and Conventional.
Although, major focus is on Conventional printing, they are also focusing on expansion in Digital
printing.
Conventional printing allows for only an 8 color range while the digital printing offers 250 colors.
Conventional printing is more popular among smaller clients in the market.
Digital printing is popular with larger brands.
Flexibility is the second most important priority. It is one of the elements that provides for the
Order Qualifiers.
Competitive Priorities
Speed
Relatively secondary role in the competitive priorities of MA textiles.
Not one of the essential factors that directly influences their position in the
market.
However, the on-time delivery of products is important for customer retention,
as recognized by MA textiles.
 Competitive Strategy

Cater to all and different customers’ dyeing and printing needs,

ensuring a high yet standardized quality, for their valued
customers.
 Analysis of Operations
Operations Process Include:
Marketing
Monitoring
Remedying and purifying the Cloth
Fabricating the Cloth for main production process
Main production process: Dying/Printing
 Analysis of Operations
Marketing team is responsible for:
Deciding rate, quantity and fixing time
Signing agreement with customers
holding meetings with customers
finalizing all details regarding the provision of cloth and the selling price
Analysis of Operations
The team for Monitoring do:

Screening of the gray fabric

checking for defects
Filter the Cloth with defects
Process breakdown:
Labor at a workstation is responsible for checking every single meter of raw cloth
that comes to the factory
Then, it is passed over an inclined and illuminated table and a person
simultaneously checks for defects
Analysis of Operations
The team for Remedying and purifying the Cloth do

Bleaching and cleaning

Remove impurities
Further Process breakdown
Cloth turns from brown to white color after bleaching is done
Then, Cloth turns from brown to white color after bleaching is done
After this it is passed through the bleaching machine and is cleaned and
impurities are removed
Analysis of Operations
Fabricating the Cloth for main production process

Process breakdown
Mercerizing under tension with caustic alkali (chemical)
Cloth is mercerized to increase the power of absorption
Analysis of Operations
Main Production Process: Dying
Production Department
Coloring of Cloth
Drying of cloth
Finishing of cloth
Packing and checking of cloth
Sales Department
Sell the finished cloth
Accounts Department
Records sales
Recover money from customers
Analysis of Operations
Main Production Process: Printing

Production Department
The cloth is passed through a high end printing machine
Aging
Washing of cloth
Drying of cloth
Finishing of cloth
Packing and checking of cloth
Sales Department
Sell the finished cloth
Accounts Department
Records sales
Recover money from customers
Analysis of Operations

-Process of
main Production process
 Issues identified
oWide aisles but no forklifts
oUnder utilization of labor
oInaccurate forecasting of future demands
 Wide aisles but no forklifts
Necessary for the larger volumes of production
Easier to carry large batches of production
More automation means more streamlined process
 Underutilization of labor
Assigned particular inactive production lines
Waiting for their part of the batch process
Speeding up the process would engage them in performing activities more often
Incremental labor and poor shift scheduling
Leads to higher costs
 Inaccurate forecasting of demand
Making use of historical data
Variation in real market data
Face capacity problems incase of large production demands
Requires incremental labor to meet the market demand
Raises costs associated with incremental workers
 Causes
•Ineffective planning
•Disproportionate capacity at different points
•Untrained Labor Force
•No fixed customer base for digital printing
 Implications
•Bottlenecks
•Cross-utilization of labor not possible
•High fixed cost
•Wastage of resources including Land
•Low sensitivity to fluctuations in demand
•Underutilization of the digital printing division
 Recommendations
Effective Workforce planning
Expansion of capacity to facilitate smooth flow of both dying and printing
Training of the workers to aid cross utilization
Incorporating quality assurance rather than quality control to reduce errors and
wastage of resources.
Minimizing the fixed cost of labor by hiring workers for limited time during hike
in demand
 The End
Thank you!