presen jutemillupgradation

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JUTEMILL

UPGRADATION

FOR

HIGHERPRODUCTIVITYAStudyJointlyCarriedOutby

CentreforPolicyDialogue(CPD)andDepartmentofMechanicalEngineering,BUET

inAssociationwithKatalyst

CENTRE FOR POLICY DIALOGUE (CPD)B A N G L A D E S H

a c i v i l s o c i e t y think t a n k

31December2011

Presentation of the

Centre for Policy Dialogue (CPD)

by

DrK.G.Moazzem

SeniorResearchFellow

CentreforPolicyDialogue(CPD)


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CPDStudyTeam

DrKhondaker Golam Moazzem

Senior

Research

Fellow,

CPDKishore Kumer Basak

ResearchAssociate,CPD

Md Tariqur Rahman

Senior

Research

Associate,

CPD

Moazzem &Basak,CPD(2011):JuteMillUpgradation forHigherProductivity

2


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Acknowledgment

Thestudy

team

would

like

to

register

their

deep

appreciation

to

ProfessorMustafizur RahmanExecutiveDirector,CPD

DrDebapriya BhattacharyaDistinguished

Fellow,

CPD

and

Mr GoetzEbbeckeGeneralManager,Katalyst

fortheir

valuable

inputs

and

suggestions

for

this

study.


3


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4

Contents

1. Rationaleofthestudy

2.

Objectivesand

methodology

of

the

study

3. Marketpotentialsforjutegoodsatlocalandinternationallevels

4. Statusofjutemills:machines,workersandproductionProcesses

5. Productivity

and

efficiency

of

sample

jute

mills6. Possiblegainthroughtechnologyupgradation

7. Recommendations


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1.RationaleoftheStudy Jute manufacturing sector has recently started to revitalize

9 Rise in global demand for jute goods

9 Environmentfriendly nature

9 Price hike of petroleum products

Recently, government has undertaken a number of policy measures

9 Special mention of jute sector in the Industrial Policy 2010

9 New Jute Policy 2011(which has been approved last week)

9Special act Mandatory Use of Jute for Packaging Products Act 2010

9 Decoding of the genetic sequence of jute fibers

Jute manufacturing sector is facing a perennial problem, i.e. jute productsare usually less competitive

9

Alternate products: Cheap synthetic packaging products9 Alternate system: Inefficiency in bulkhandling and lack of diversity

Strong policy support is required with a view to take out the sector from

low level of competitiveness

9 Major focus should be on improvement of productivity of jute mills.Moazzem &Basak,CPD(2011):JuteMillUpgradation forHigherProductivity

6


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7

2.ObjectivesandMethodologyoftheStudy


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2.ObjectivesandMethodologyoftheStudy The

study

(CPD

part)

has

following

objectives

9 Examinethemarketpotentialsofjutegoodsatlocalandinternational

level;

9 Investigatethecurrentstatusofjutemillsintermsofusemachinesand

workers,working

environment

and

production

process;

9 Analyse theproductivityandefficiencyofjutemillsandestimatingthe

possiblegainsthroughimprovementofefficiencyinthesemills;

9 Putforwardnecessarypolicysuggestionswithregardtoimprovement

ofproductivity.

Thestudyisbasedonthedatacollectedfromtensamplejutemills

9 Bothspinningandcompositecategories

9Mills

are

under

the

authority

or

membership

of

BJMC,

BJMA

and

BJSA.

Findingsofthestudyhavelimitationsintermsoftheirrobustinterpretations.


8


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9


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3.MarketPotentialsforJuteGoods Productionofjuteproductshasbeenremainedinvariantoverthelastdecades

9 InFY200910totalproductioncrossedthelevelof700thousandm.tons

Productcompositionhasexperiencedaconsiderablechangeovertheyears

9 Riseofshareofyarn(from31.3%to58.3%)

Bangladeshsjuteindustryisoverwhelminglydependentonexportmarket

9 Morethan85%isexported;crossedUS$1billionmarkonlyinlastfiscal

BasicdifferenceinthemarketstructurewithIndia

9 Indiaislargelydependentontheirdomesticmarket

9 SignificantcontributionofIndiasdomesticpolicy


10

0

50

100

150

200

250

300

350

400

450

'000MetricTo

ns

Hessian Sacking CBC

Carpet Others Yarn(BJSA)

0

50

100

150

200250

300

350

400

Export Local Export Local Export Local

Hessian Sacking Yarn(BJSA)

'000Metric

tons

200102 200405 200708 201011

ProductionofJuteProducts:19952011 BangladeshExportand LocalConsumption

Source:BJMC,BJMA,BJSA


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3.MarketPotentialsforJuteGoods The Jute Substitutability Index value hover around 0.7 mark

9 Indicates that major market share of packaging dominates by jute

substitutes, i.e. polypropylene (PP) fabrics by 70%

Since 2003 the index value has started to decline slowly indicating

9 Falling demand for PP fabrics; Rising demand for jute products

9 Recent export performance corroborates this change in the index value


11

0.6

0.62

0.64

0.66

0.68

0.7

0.72

0.74

0.76

0.78

0.8

0.82

1995

1996

1997

1998

1999

2000

2001

2002

2003

2004

2005

2006

2007

JuteSubstitutabilityIndex

RevealedComparativeAdvantage (RCA)indices

forall

major

Bangladeshi

jute

products

are

substantiallyhigherthan1

9 Indicatetheirstrongcompetitivenessin

theglobalmarket

Foracountry

like

India,

RCA

analysis

would

notprovideagoodviewoncompetitiveness.

9 RCAanalysisdoesnottakeintoaccount

domesticproductionSource:AuthorscalculationbasedonUNCOMTRADEsdata


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3.MarketPotentialsforJuteGoods Bangladesh

has

scope

to

increase

the

export

by

proper

marketing

strategy

Bangladeshhasthepriceadvantageforjutemadecarpets

9 PertonjutecarpetcostsUS$6,658forIndiawhereasitstandsatUS$3,594forBangladesh(Rahman andKhaled,2010)

Turkish

firms

have

taken

interest

to

set

up

carpet

factory

in

the

EPZ.9 Largeamountofjuteislikelytobeusedthere.


12

HScode DescriptionBangladesh India

2002 2006 2010 2002 2006 2010

'530310 Juteandothertextilebast fibres,raworretted 616.9 945.2 574.7 1.5 0.8 19.0

'530390 Juteandothertex bast fib,not spun,nes;tow andwasteoffibres 367.3 616.0 383.4 1.1 0.3 4.0

'530710 Yarnofjuteorofothertextilebast fibres,single 1191.6 1710.8 689.3 18.3 6.5 8.9

'530720 Yarnofjuteorofoth textilebast fibres,multiple (folded)orcabled 244.0 122.9 539.4 32.5 29.0 23.9

'531010 Wovenfabricsofjuteorofothertextilebast fibres,unbleached 534.0 372.5 185.8 48.6 45.8 54.7

'531090 Wovenfabricsofjuteorofothertextilebast fibres,o/t unbleached 159.4 588.7 103.1 4.1 2.6 22.4

'560710 Twine,cordage,ropesandcables,ofjuteorothertextilebastfibres 902.9 966.2 58.8 10.2 19.3 3.7

'570500 Carpetsandothertextilefloorcoverings,nes 0.6 2.9 0.1 31.6 33.5 9.1

'630510 Sacks&

bags,for packg of

goods,of jute

or

of

other

textile

bast fibres 1079.0 402.6 206.4 29.4 33.0 24.1

RCAIndexofSelectedJuteItemsofBangladeshandIndia

Source:AuthorscalculationbasedonUNCOMTRADEsdata


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3.MarketPotentialsforJuteGoods

On October, 2010, the National Parliament has approved a new act titled MandatoryUse of Jute for Packaging Products Act 2010

9 In view of reducing the use of artificial packaging materials

The most important commercial use as of now is in packaging of different kinds of

agricultural products

9 Rice, wheat, pulses, oil seeds, potato and sugar; jute sacks for packaging of cement

Packaging of different kinds of processed consumer goods may be the next step to

target.

A large domestic market could be opened up with the enactment of the act

9 The study has estimated that a total demand of 840 million jute bags in the initial

year for packaging of selected agricultural and nonagricultural products.

If a jute bag reuses for three times, then average yearly requirement would be

280 million. This would require an additional production of raw jute of about

180, 000 m. ton


13

Aus Aman Boro Wheat Pulses Oilseeds Potato Sugar Cement Total (000)Production(000mt) 1709 12207 18341 969 221 377 8168 62.2 2877.2 42,054

Jutebags(000) 34180 244140 366820 19380 4420 7540 163360 1244 57544 841,084Raw jute(000mt) 20.5 146.5 220.1 11.6 2.7 4.5 98.1 0.7 34.5 539

Source:CPDestimatesbasedonthedataoftheMinistryof

Foodandotherorganisations

Projectionofrequiredjutebagsandrawjute


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4.StatusofJuteMills:Machines,WorkersandProductionProcesses Technology used in jute manufacturing sector did not change much

9 Most of the machines in jute mills are old and have passed the usual

functional period.

9 By proper maintenance and replacement of parts, these machines can

perform as close to a new one.

Low level of capacity utilisation is a challenge.

9 Particularly in weaving section of composite mills

9 Responsible for low capacity utilisation at backward and forward

parts of the production chain.


15

MillCategory Softening Carding Drawing Spinning Winding Beaming Weaving CalendaringSpinning 1.00 1.00 1.00 1.00 1.00

0.75 0.58 0.75 0.45 0.75

1.00 1.00 0.97 1.00 0.86

0.50 1.00 1.00 1.00 0.91

Composite 0.67 1.00 0.94 1.00 1.00 1.00 0.76 1.00

1.00 1.00 1.00 0.94 1.00 1.00 0.92

0.44 0.75 0.69 0.51 0.69 0.40 0.40 1.00

0.75 0.88 0.76 0.76 0.80 0.38 0.42 0.33

Public 1.00 0.94 1.00 0.99 0.94 0.48 0.53 0.67

0.80 0.98 1.00 0.98 0.88 0.89 0.84 1.00

SectionwisecapacityutilizationofMachines

Source:EstimatesbasedonCPDsurvey,2011


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4.StatusofJuteMills:Machines,WorkersandProductionProcesses

There is no standard practice for the use of workers in different sections ofjute mills

9 Standard deviation in the use of workers is estimated to be 22.6 in

calendaring sections to as high as 376.3 in weaving sections

Man

machine ratio is not homogenous in all sections9 Widely varies in softening, winding and calendaring sections

Manufacturing of jute goods is mostly skilloriented job.

9 There is a scarcity of skilled workers

Entrepreneurs should offer competitive wage to retain skill workers9 Average wage of an skilled jute worker is less than that of an agricultural

worker (Tk.153/day visvis Tk.163/day)

Female workers in skilloriented and labourious activities is not rare

9Manufacturers should target appointing more female workers in allsections.


16

Softening Carding Drawing Spinning Winding Beaming Weaving Calendaring

BJSA 200 347 531 798 691

BJMA 205 416 466 1153 574 323 3387 105

BJMC 472 695 717 3165 1097 499 8384 378

PerTonLabour CostinDifferentSections(Tk.)



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Production environment in jute mills is found to be in diverse states9 Lack of proper maintenance of temperature, humidity and widespread

dust available in the factory premise

9 50% of sample factories maintain humidity level lower than as it is

required.

9 Particularly in the amount of time required, amount of output

transferred and the distance passed for transferring outputs

9Differences in ergonomic structure is appeared to be a major factor

9 Diverse state also found in maintaining required space, machines and

workers at backward and forward linkage activities.

Lack of standardised use of machines and workers in different sections

among jute mills are another reasons for variation in the level of production


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18

0

0.5

1

1.5

2

2.5

0

5

10

15

20

25

30

35

40

45

50

Spinning Composite(BJMA) Compos ite(BJMC)

Spreading trav_quantity2

00.511.522.533.5

01020304050607080

Spinning Composite(BJMA) Comp osite(BJMC)

Softening tr av_ qu ant ity 1 S of te ni ng trav_distan1

0

0.2

0.4

0.6

0.8

1

1.2

0

5

10

15

20

25

Spinning Composite( BJ MA) C omp os it e(BJMC)

Drawing trav_quantity4

0

0.2

0.4

0.6

0.8

1

1.2

0

5

10

15

20

25

30

35

Spinning Composite(BJMA) Composite(BJMC)

Windingtrav_quantity6

0

0.5

1

1.5

2

2.5

0

10

20

30

40

50

60

70

Spinning Composite(B JMA) Composite(BJMC)

Weavingtrav_quantity8

0

0.2

0.4

0.6

0.8

1

1.2

0

5

10

15

20

2530

35

Cardingtrav_quantity3 Cardingtrav_distan3

0

0.2

0.4

0.6

0.8

1

1.2

0

5

10

15

20

25

30

35

40

Spinning Composite(BJMA) Composite(BJMC)

Spinningtrav_quantity5

0

0.2

0.4

0.6

0.8

1

1.2

0

5

10

15

20

25

30

35

40

Spinning Composite(BJMA) Comp osite(BJMC)

Spinningtrav_quantity5

0

0.5

1

1.5

2

2.5

3

3.5

0

10

20

30

40

50

60

70

Spinnin g Composite( BJMA ) C om po site(BJMC)

Calenderingtrav_quantity9Calenderingtrav_distan9


Source:BasedonCPDsurvey,2011


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4.StatusofJuteMills:Machines,WorkersandProductionProcesses 75%

jute

mills

have

godown facility

which

could

stack

only

1/3rd

of

total

yearlyrequirementofrawjute.

9 Mostofthemillsprocure amajorshare ofrawjuteduringthepost

harvestseasonstakingtheburdenofhigherpriceofrawjute(about30%

higherduring

2010).

Costofrawjuteisthemostimportantcomponentinoverallcoststructure

9 Accountedfor5080percentofthetotalcostofproductioninsample

jutemills


19

0.0

10.0

20.0

30.0

40.0

50.0

60.0

70.0

80.0

90.0

0

10000

20000

30000

40000

50000

60000

70000

80000

90000

1 2 4 5 9 10

Spinning Composite

(BJMA)

Composite(BJMC)

c_rawjute

9 Riseofrawjutepriceinrecentyearshavesignificantlyincreaseditsproportionatesharein

total

cost

of

production

Cost

of

raw

jute

percentage

of

per

m.

ton

production

cost


Availabilityofrawjuteatamanageablepriceisessentialformaintainingcostcompetitiveness


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Although

machineries

are

regularly

maintained

according

to

the

mill

managements

9 Howevertheiroverallperformancelevelcontradictsit.

Workshopsobservedinsamplejutemillsarenotfoundtobeadequatewithfacilities

9 Technicians,machines,

tools,

availability

of

raw

materials

etc.

Expenditureonmaintenanceisusuallyconsideredasanadditionalburdentothemills.

9 Eventhoughonlyabout45percentoftotalcostisattributedforthatpurpose

9 Maintenancecost

is

about

10

15

per

cent

in

developed

countries.

Insteadoffollowingthepreventionmethodformaintenance,mostmillspracticebreakdownmethod.


20

0

100

200

300

400

500

Spinning Composite Public

Maintenancecost(Tk.perton)


Lackofavailabilityofspare

partsis

also

amajor

reason

for

lowcapacityutilisation.9 Localmanufacturingbase

ofmachineriesandsparepartsisinadequate.


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5.ProductivityandEfficiencyofSampleJuteMills There are variations in productivity in different sections of different mills.

9 One possible reason is the machines in all the mills are not run at full

capacity.

Productivity measurement in terms of manday/ton is lower for mills having

a larger number of skilled worked force and use of suitable productionprocesses.


22

0

10

20

30

40

50

60

70

80

man-day/ton

Jute Mills

Productivity index(man-day/ton)

Weaved product Spinning product

9 Properallocationoflabour andmachinescan

reduceman

day/ton

productivity

9 Itisessentialtoretainskilledworkforcefor

betterproductivity

Source:CPDBUETsurvey,2011



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5.ProductivityandEfficiencyofSampleJuteMills UsingDataEnvelopmentAnalysisProgramme (DEAP)

9Technicalefficiency

(TE),

allocative efficiency

(AE)

and

cost

efficiency

(CE)

of

the

samplemillshavebeenestimated

Bothspinningandcompositejutemillsshouldimprovetheirallocative andmostimportantlycostefficiency.


23

MillCategory

Softening Carding Drawing Spinning Winding Beaming Weaving Calendaring

Spinning 0.615 0.646 0.752 1.000 0.821

0.338 0.395 0.399 0.660 0.051

1.000 1.000 1.000 0.975 1.0000.462 0.485 0.508 0.429 0.277

Composite 0.656 0.470 0.560 0.447 0.537 0.889 0.754 0.457

0.615 0.538 0.635 0.353 0.462 0.370 0.895

0.328 0.323 0.451 0.417 0.328 0.593 0.573 0.229

0.538 0.665 0.935 0.750 0.538 0.972 1.000 1.000

Public 0.462 0.469 0.586 0.310 0.489 1.000 0.636 0.321

0.320 0.195 0.259 0.179 0.320 0.361 0.317 0.786

SectionwiseTechnicalEfficiencyofSampleMills

TechnicalEfficiency

AllocativeEfficiency

CostEfficiency

1.00 0.89 0.89

0.41 0.34 0.14

1.00 1.00 1.00

0.52 0.83 0.44

MillCategory TechnicalEfficiency

AllocativeEfficiency

CostEfficiency

Composite 1.00 0.75 0.75

1.00 1.00 1.00

0.57 0.75 0.43

1.00 0.84 0.84

Public 0.99 0.64 0.64

0.53 0.71 0.37

TE,AEandCEofSampleSpinningMillsTE,

AE

and

CE

of

Sample

Composite

Mills



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6.PossibleGainthroughTechnologyUpgradation

By improving machine capacity the possible gain in terms of improvement inproductivity are as follows:

9 Softening section: 38 kg per machine per hour to 184 kg;

9 Carding section: 549 kg;

9 Drawing section: 230 kg;

9 Spinning section: 1028 kg;

9 Weaving section: 0.93.0 kg

Possible saving of labour cost (Tk. per minute) in different sections are:

9 Softening section: Tk.1.0Tk.2.9 per minute per machine;

9 Drawing section: Tk.0.2Tk.0.7 for carding; Tk.0.2Tk.0.8;

9 Spinning section: Tk.0.2Tk.1.3 ;

9 Winding section: Tk.0.1Tk.2.1;

9 Beaming section: Tk.0.9Tk.3.1;

9 Weaving section: Tk.0.2Tk.0.5 ; and

9 Calendaring section: Tk.0.8Tk.2.8.

Proper balance of machines and workforce would result in significant cost cuts

9 In nominal terms, it could be as high as Tk.537,000 in a year for a mill.


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7.Recommendations A

medium

and

long

term

work

plan

needs

to

be

developed

based

on

the

followingrecommendations.

Penetratethemarketpotentialsatdomesticandinternationallevels

9 BangladeshandIndiaasthetwomajorjuteexportingcountriescan

undertakejointinitiativetopromotejuteproductsatgloballevel.

9 Thisinitiativeshouldincludecampaigning,policyinfluencing,

collaborativeresearchonproductdevelopmentandmarketing.

9International

Jute

Study

Group

(IJSG)

should

take

a

lead

role

in

this

case.9 MinistryofJuteandTextiles(MoJT)shouldimmediatelyfinalise theaction

planfortheimplementationoftheMandatoryUseofJuteforPackaging

ProductsAct2010.


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7.Recommendations AdoptionoftheJutePolicy2011isawelcomeinitiative.

Itisimportanttofinalise theactionplanbasedonthePolicy

9 Withappropriatetimeframe,deliverablesandappropriateauthorities

for

implementing

different

targets9 TheTextileandJuteMinistrywillmonitoritsimplementationona

regularbasis.


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7.Recommendations

Balancing the machineryuse to attain higher level of productivity

9 A review of the existing production process, techniques and operational

management of different sections of jute mills is urgently needed.

9 Sectionwise monitoring of capacity utilization is highly important.

It is also important to set up a team of experts under the auspices of BJMA

BJSA and BJMC

9 In order to provide technical support to the jute mills with regard to

machines, working environment, size of workforce, machinereplacement and production process etc.


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7.Recommendations

Balancing workeruse, mobilization of new workers and improvement of

labour productivity

9 An assessment should be undertaken in different sections based on the

standard practices of machineworker ratio for operations.

9 Mill management should provide regular inhouse training and better

salary to skilled workers including nonwage benefits.

Mill management may consider employing female workers in all sections of

jute mills.9 In this connection, the workplace should be more gendersensitive

through appropriate sanitary, medical and housing facilities.


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7.Recommendations

Jutemills

should

target

for

further

mechanization

of

production

technologiesandprocesseswheneverpossible

9 Examplesincludeuseofforkliftorjibcraneforstacking

9 Conveyerbeltsinthesofteningsection

9 Rollfeed

breaker

carding

machine

in

the

carding

section

9 Baxterflyerinthespinningframeandimprovedweavinglooms

Improvementofknowledgebaseregardingfibre quality

9 Apropertrainingisrequiredforthetechniciansandworkers

9 Mainlyatthestagesofjuteprocurement,batchingandselection

activities


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327.Recommendations

JibCraneForklift

BaxterflyerRingspinning

Flexiblerapierloom

33


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7.Recommendations Improvementofmaintenancepractices

9 Jutemillsshouldassesstheirexistingmaintenancepracticesparticularly

avoidingofbreakdownbasedmaintenancepractices.

9 Thisrequiresextratrainingtomakethestaffsandtechniciansconvinced

tounderstandthechangesrequiredinthemaintenancepractices.

9 Millmanagement

should

be

ready

to

invest

more

in

maintenance

such

ashavingafullyequippedandoperationalworkshopwithskilled

technicians.

RecentMoU signedbetweenGulfra Habib (BJMC)andLagan(India)has

createdmuch

attention.

9 ItisimportanttoknowthetermsandconditionsoftheMoU particularly

withregardtotechnologytransfer,profitsharing,marketingof

machineriesandotherprioritiesetc.

9The

target

should

be

to

supply

all

kinds

of

machineries

required

for

the

jutemill.

9 Improvementofmanagementpracticeswithrecruitmentofskilled

professionalsshouldbeapriority.


33

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7.Recommendations Developfactorylevelworkenvironmentandsocialcompliances

9 Millmanagementshouldparticularlyputattentiontomaintainthe

properlevelofhumidity,light,air,soundanddust.

9 Necessarytrainingonthestandardpracticeoftheseaspectswillhelpto

improve

the

production

environment.9 Incollaborationwithprivatesectororganisations suchasNGOs

necessaryfacilitiesshouldbedevelopedfortheworkersincluding

dormitories,schools,clinicsandentertainmentfacilities.

Targetingdynamic

leadership

for

the

jute

sector

9 Jutemanufacturingsectorneedsdynamicentrepreneurswhocantake

thesectorforward.

9 Forthisanenergeticanddynamicmanagement,dedicatedmidlevel

professionals,particularly

engineers

and

junior

management

trainees

arerequired.


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35


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7.Recommendations Developinginstitutionalcapacityforbetterhumanresource

9 Upgradation ofatextileinstitutelocatedinJamalpur forjute

manufacturingsectorisagoodinitiative.

9 Jutemillassociationsshoulddevelopcollaborativearrangementwiththe

institute

to

develop

human

resources

and

undertake

necessary

R&D.

Buildingastrongbaseforresearchanddevelopment(R&D)

9 Recentinventionofgenomesequencingofjutecouldbeexpedited

further.9 Publicprivatepartnership ofresearch(betweenuniversity/instituteand

privatesector)forthedevelopmentofcommercialjutegoodsneedstobe

prioritised.

9R&D

undertaken

by

Bangladesh

Jute

Research

Institute

(BJRI)

should

be

expandedwithmorefocusondevelopmentofcommercialproducts.


35

36


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7.Recommendations GoB should

introduce

aTechnology

Upgradation Fund

(TUF),

like

that

of

in

India

9 Inordertoprovidefinancialsupporttothejutemanufacturingsectorfor

necessarydevelopmentandupgradation ofmachineries,production

process

and

further

mechanization

etc.

GoB aswellasthecommercialbanksshouldtakenecessarymeasuresto

providefinancialsupport

9In

the

form

of

low

interest

credit

to

the

jute

manufacturing

sector

especiallyforprocurementofnewmachineries,

upgradation/replacementofexistingmachineries,developmentof

factorypremisesandgodownfacilitiesetc.


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