When a Textile Engineering graduatejoins factory or mill he is equipped to deal with machines, any design orientedsubject, problems relating to time and motion study, quality control,thermodynamics, logistics of transportation (through Industrial engineeringcourse) etc. On the job he is taught to handle man, machine and material. Aftermany years of hard work he continues to do a repetitive job, and joinsthe company of stereotype thinkers.


With years of experience and struggle,engineers climb the hierarchal corporate ladder and are given the post ofmanager. For some managers, the situation dictates which strategy willaccomplish short term goals; few managers develop a formula for survival orsuccess and stick to it. In most of the textile industries it is a dichotomy tosee a traditional management concept continuing with a set of ultra modernmachines and a young staff.


With more of industries joining theadvanced technology foray leading to a widespread use of numerically controlledmachines, industrial robots and computers. More recent developments haveincorporated aspects of automatic material handling in flexible manufacturing,robotics, computer aided design and manufacturing. And with burgeoning growthof manufacturing techniques a boost is expected in profits from Managers by theowners and share holders. Even with all modern facilities, today most of thecompany managers are in a state of disarray as the profitability and balancesheet of the organizations are in shambles showing diminishing returns.



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Theauthor is CEO of Namo Textile Company Ltd.