Technical_Papers_Presented_at_Pakistan_workshop

HRD IN JUTE INDUSTRY

P RAY

Institute of Jute Technology

35, Ballygunge Circular Road, Kolkata-700 019, India.





1.0 PREFACE



The most important asset or resources of every organization is its human resource. It

is now globally recognised that managing human resources is the basic job of

management. With the advent of globalisation of business, Human Resource

Management (HRM)/Human Resource Development (HRD) has now emerged as one

of the prime aspects of management policies in Jute Industry too. The very

management philosophy has undergone a significant change to the extent that every

manager, from top to bottom, in an organization is now concerned with the HRM and

it is much more than just recruiting people. Once recruited, the Human Resource

Department helps a new recruit to become a productive and satisfied employee. Such

helps are also extended to the existing employees who are reassigned to new jobs

through promotions, transfers etc. and even for upgradation of their skill. It may

happen that a qualified and/or skilled employee may even quit his job, particularly

during the first few months. This initial turnover is common. One common method

for reducing such turnover among newly recruited employees is to arrange an

orientation programme that familiarises the new employees with the organization, its

policies, other employees and their roles. After such a comprehensive orientation and

proper job placement, a new employees is likely able to perform satisfactorily.

Often they must be trained in the duties they are expected to do. Even an experienced

employee when reallocated on a new job needs training to improve his performance.

Capabilities and job demands must be balanced by orientation and training as shown

in Fig. 1.









New Orientation Job

Employee Demands







1

Capabilities Training









Fig. 1.

Although training helps employees to do their present job efficiently, the benefits of

training may extend throughout a person‟s entire career and may help to develop that

person to undertake higher responsibilities in future.

The Jute Industry is one of the most labour-intensive industries. The technology is

very old. During the last two decades or so no major technological break through has

taken place although new technologies are continuously emerging in other branches

of textiles and the general concept is that Jute is a Sunset Industry. However, before

the partition of this sub-continent in 1947 it was one of the major industries in India.

The gradual decline in its performance is due to many factors, such as, partition of the

then India, increase in the cost of raw jute and labour, lack of modernisation efforts,

stiff competition from synthetics, lack of launching of newer and diversified products

etc. The main products from jute are still the packaging materials i.e. hessian and

sacking. With the establishment of the tufted carpet industry, the demand for jute

CBC started to grow in late 1950‟s. However, this growth of demand was for a short

period. Jute CBC started losing its market to synthetic CBC from mid 1970‟s. In

primary carpet backing jute CBC almost completely lost its market and in secondary

backing market jute CBC is holding a very small market share. In traditional high

quality wool carpets woven in Wilton and Axminster Looms, one still uses high

quality jute yarns as weft. However, this market is very small. The demand for

hessian, as packaging material and other uses, has also declined sharply due to advent

of synthetics, which are cheap, easily available and fashionable. Sacking has also lost

its market in the developed countries due to introduction of mechanised and bulk

handling systems. Since the synthetics are not biodegradable and are hazardous for

health and nature, the world is gradually becoming more receptive towards natural

fibres like jute due to its eco-friendly property. However, to regain its lost market and

to overcome its various inherent problems lot of efforts are needed on the part of the

industry as well as the research and educational institutions associated with it.

In this changing scenario, attempts have been made by different Govt. and Non-Govt.

Organisations to find out new areas of application of jute such as technical textiles,





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geo-textiles etc. as well as to improve the productivity and quality of the traditional

sector through the introduction of new types of machinery, modification of the

existing machinery and the innovations of new processing techniques. No serious

effort has so far been made to improve the quality of the workers and a sizable section

of the technicians associated with it. Although it is felt that to encounter the

challenges faced by the industry, a skilled and enlightened group of workforce is very

much essential. Sustainable HRD is therefore one of the prime needs of the jute

industry due to following reasons :-

(a) Awareness for Norms and Performance

(b) Awareness for Maintenance

(c) Awareness for Machine and Energy Auditing

(d) Awareness for Capacity Utilisation

(e) Awareness for Quality Assurance

(f) Awareness for Eco-friendly Diversified Products.





2.0 PRIME NEED OF JUTE INDUSTRY

2.1 Knowledge of in-process norms, variables and performance

It was found that all the mills, in general, are only too eager to turn out products at

various processing stages irrespective of any norms. Moreover, they are not much

aware about how the product at one stage of processing is going to affect the products

at the subsequent stages. The efficiencies at different stages are sometimes far below

expectations and also the methods of evaluation are faulty. Thus, apparently recorded

high efficiency sometimes at one stage may lead to bottlenecking in the subsequent

production line, either due to accumulation or shortage of processed materials. This

affects the process-flow and may results in the stagnation. The overall performance is

thus adversely affected and this happens because of inadequate knowledge of process

norms and ultimately balancing of production machinery.









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2.2 Maintenance

This particularly vital aspect is most disheartening in all the mills in general. Some

mills reported to have adequate maintenance staff and follow coherent and systematic

maintenance programmes. However, on closer inspection and during in-depth

discussions with maintenance incharge and other personnel related to maintenance

work it was revealed that the situation certainly does not conform to the expectations.

The only attention that seems to be given regarding maintenance is breakdown

maintenance i.e. a machine is attended to when there is a sudden breakdown.

Although in some mills piecemeal approach is sometimes made towards preventive

maintenance, but in reality there is no systematic follow-up in this direction. Lack of

adequate number of maintenance workers who can form maintenance squads under an

in-charge with specified responsibilities is also discernible in certain cases. In

addition, maintenance supervisors/in-charge on many occasions, were found not to be

familiar with life of spares and other qualitative aspects which normally is desirable

from a technologist with mechanical aptitude. Non-availability of suitable spares in

time also comes as a hindrance in certain other cases.

In our opinion maintenance must get top priority if the condition of mills working

with age-old machinery has to be improved. A programme has to be charted out,

advance planning to be made and rigorous follow-up action to be taken with adequate

earnestness to get satisfactory improvement.

2.3 Machine Auditing/Energy Auditing

Some mills have patchy ideas on machine and energy auditing; the terms seem to be

alien to others. How these audit systems can help in maintaining the machinery in

proper condition and for minimising energy consumption and there by ultimately

reduce the cost is not clear to them. Lack of knowledge of people in carrying out the

audit work seemed to be a hindrance. Practical shop-floor training seems to be

necessary in this direction.





2.4 Capacity Utilisation

It was found that, due to lack of balancing of machinery at different processing stages

or lack of adequate space on the mill-floor or sometimes due to non-availability of

financial support, the mills were unable to utilise the production capacity at the

optimum level. At times even due to lack of adequate demand, capacities were not







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fully utilised. It is felt that wherever possible, the management should frame a long

term policy on the basis of forecast for market demand, adequate financial support

etc. for optimum utilisation of production capacity.





2.5 Quality Control and Quality Assurance

This is another area where the mills are gravely lacking. Work carried out by the staff

of the department appeared to be largely perfunctory. What really is carried out is

routine testing of the products from different stages of processing which, strictly

speaking, is not quality control but only quality testing. The job carried out is rather

„post-mortem‟ of the manufactured products but scientific approach to minimise the

recurrence of generation of defective items is largely absent. To implement an

effective quality control programme, technical knowledge to track down the causes of

generation of defective material and their removal is either wanting or not seriously

put into practice. The use of statistical techniques achieving and maintenance of

perfect quality and its improvement should be seriously implemented. It is considered

as a management tool to assure product quality, to minimise rejection risk and effect

cost reduction. This area calls for serious attention.

Moreover, testing procedures are not standardised in many cases and the persons

conducting the test do not have adequate knowledge in carrying out the testing as per

the procedure laid down by the different Standard Institutions. Moreover, even in

very good mills, technicians are not often able to interpret the test results particularly

from sophisticated instruments such as Uster Spectrogram. Such data are now often

demanded by the foreign buyer.

To improve the situation as outlined above, technologist with adequate knowledge of

statistical techniques applicable at the shop floor level in jute mills appears to be best

suited for the purpose. Such person should also be trained on different testing

methods.





2.6 Concept of Eco-friendliness

The concept of the term „eco-friendliness‟ is not often clear. However, many of the

technicians are aware about the adverse effect of hydrocarbon based batching oils,

which have been restricted in many countries for specific products. The Research

Institute like IJIRA has come out with suitable substitute based on vegetable oil. But a









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true eco-friendly item should not only be biodegradable but should also be free from

any toxic item, often referred as red listed product. Such products should not be used

in many of the stages of manufacturing including packaging. It is therefore necessary

to explain the importance of the current market demand for eco-friendly jute products

both at the supervisory and worker levels. Moreover, the technician must be familiar

with the banned items and their substitutes.

From the above discussion it is felt that the industry needs suitable multitier training

programmes for the upgradation of knowledge of junior and middle level supervisors

at relevant areas and workers‟ training on relevant skill development and changing of

attitude towards their work and behaviour. The top management should also sincerely

rise to the need of the present day situation in the industry and change their approach

towards the managing of mills in view of changing the global scenario.







3.0 NEED FOR HRD



Necessity for HRD in jute mills may be inferred from the following information

obtained from the standard causes of loss of production in spinning and loomshed,

which are primarily the focus of ultimate productivity.





Causes of Loss of Production in spinning



1. End breaks in spinning

i) Irregular sliver

ii) High variation in sliver weight

iii) Improper moisture

iv) Presence of roots and specks in sliver



2. Doffing of bobbins

3. Shortage of feed sliver

4. Sliver breakage at the back of spinning frame

5. Stoppages of individual spindle or the whole machine due to mechanical

reasons.

6. Jamming of sliver in the drafting zone.









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7. Oiling and cleaning.

8. Shortage of bobbin.

9. Electrical fault.



Causes of Loss of Production in Loom Shed

The followings are the major factors for the loss of productivity in loom shed :

(1) Improper warp and weft yarn quality

(2) Poor supply/shortages in warp and weft yarns

(3) Improper sizing of warp yarns

(4) Improper loom setting and tuning

(5) Undesirable loom stoppages including knock-off

(6) Undesirable speed loss in the loom

(7) Improper quality control measures for fabric production

(8) Ineffective and inadequate process control measures

(9) Higher wastage in loom shed

(10) Improper or inadequate maintenance of loom

(11) Improper or less efficient organizational policy

(12) Improper skill and work method of weavers, weaving sardars and loom fitters

(13) Inadequate mind setup, training and HRD activity



If on analyses the above causes, it can be concluded that human judgment plays an

important role in increasing the production of the industry.

HRD is a continuous process, which matches organizational needs for human

resources and the individual needs for a career development. It enables the individuals

to gain their best human potential by attaining a total all round development. It

promotes dignity of employment of every employee of an organization and provides

the opportunities for team work, personal development and career development.

Hence, a well-planned HRD System must be a part of human resource management of

every organisation. Such a Sustainable Human Development (SHD) system may have

the following elements.





3.1 Development of Leadership and Organizational Commitment









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Every organization needs effective leaders. In fact bosses are replaced by leaders

since leadership role is invaluable in the contemporary organizations having

knowledgeable technocrats and workers.





3.2 Career Planning and Development

No human resource development can be acceptable to the people of any organization, if

it fails to provide opportunities for individual employees to have bright career

prospects.

3.3 Performance Appraisal

Performance appraisal is an indispensable aspect of HRD, which enables the

management to understand where their people stand, what is expected of them, what

they actually do, where they lack, how can they be updated, and so on.





3.4 An Adequate Reward System

Each individual offers his services to an organization primarily for a compensation to

satisfy his needs.





3.5 Effective Counselling

Counselling, which includes career counselling, motivation counselling and technical

counseling for trouble-shooting, facilitates career planning to development.





3.6 Effective Grievance Handling

Effective and timely grievance handling is a part of every HRD System, since no

effort for human resource development can bear real fruit without timely grievance

handling.





3.7 Well-Formulated Human Resource Information System

All necessary information about all employees and executives of the Company backed

by a data bank must be included in such a system.









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3.8 Management Development; Technical Development;

Supervisory Development & Organizational Development



Developing managers to effectively handle organizational resources including human

resources and activities is the need of every organization, particularly in the context of

rapidly changing business environment. It must be followed by technological and

technical development. For updating the technology, modernisation of the plant and

automation there is need for appropriate people for which human development

programmes are required. The actual operation takes place at the supervisory level

and hence supervisory development is the crux of HRD. Developing the workforce

must also be associated with supervisory development, and hence workforce

development is always a part of supervisory development programme. All such

development programmes must result in organization development. Obviously the

organization development is the ultimate goal of the HRD.





3.9 Training and Educating

Training and educating make an important method of human development in an

organization, which enables an organization to prepare its people for various

positions.





3.10 Employee Welfare

Every employee (managers / executives / supervisors / workers) has a concept of

welfare to be derived from his employment. Employee welfare includes staff welfare

and Labour welfare.





3.11 Feedback

Every HRD System must have a built-in subsystem for feedback. Feedback from the

employees, who are subject to the HRD intervention of the organization, enables the

organization to determine whether the intervention is effective. It also provides

information about the performance of the people who worked for the organization.

Thus, the feedback system makes the HRM and HRD activities effective.









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4.0 EFFECT OF HRD



A Company‟s training and development pays dividends to the employee and the

organization as suggested below :

 Improves the job knowledge and skills at all levels of the organization.

 Improves the morale of the workforce.

 Improves relationship between boss and subordinates.

 Aids in organizational development.

 Aids in carrying out organizational policies.

 Provides information for future needs in all areas of the organization.

 Aids in increasing productivity and/or quality of work.

 Helps to keep costs down in many areas e.g. production, personnel,

administration, etc.

 Reduces outside consulting costs by utilising competent internal consulting.

 Helps employees adjust to change.

 Leads to improved profitability and/or more positive attitudes towards profit

orientation.

In general any human resource development programme must enable the Company‟s

people to acquire and sharpen their capabilities to perform well on their respective

jobs, develop and stimulate their potentialities and to help them make their best

contribution to develop an organizational culture of team spirit, cordial relationship,

human values and togetherness of the management and its people.









5.0 EXPECTED EFFECT OF HRD IN JUTE INDUSTRY

During the visit to the Jute Mills, the Study Team of I.J.T. discussed with the senior

managers and the junior staff-members about the overall performance of the mill. It

was found that the technologists are aware about lack of HRD but had failed to

maintain any standard of training system. This was best reflected on the comments of

two renowned executives “we are emphasizing on the same twenty important points

day in and day out to the junior level supervisors and/or workers but we often find

that the same are not properly followed”. This clearly indicates that there is an urgent







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need for HRD through effective communication, say, through audio-visuals,

highlighting the do‟s and don‟ts so that the concerned personnel can have insight into

the problems. The Team of I.J.T. during their visits to different mills classified the

various needs of HRD for upgradation of the following.





5.1 Housekeeping

Clean dust free atmosphere of the working place around the machines and operator,

proper material handling, adequate lighting arrangement as per norms and bad habits

of working personnel require proper attention. This type of housekeeping shall result

in better working environment and may lead to better efficiency of the workforce. The

wastes generated at different stages may be of good quality if the cleaning is done

methodically. Material handling, if properly done, can lead to better product, free, of

certain faults. Lighting arrangement and the humidification if properly done will

create better working atmosphere and less fatigue of workers. Bad habits, like spitting

around and others, lead to unhealthy atmosphere.





5.2 Awareness of Norms and Performance

Most of the junior level supervisors and even some of the senior level supervisors are

unaware about the implications of norms. The reasons may be manifold. Either they

are not getting the information about the standard norms or they are not supplied the

latest norms (or they may not be allowed to attend the seminars and conferences). The

total data regarding raw material, machine, productivity and labour compliments have

not been carefully studied by these technicians or are not simply available to them in a

concise form. Even though the norms of the jute industry is very old but the research

institute like IJIRA has upgraded the same from time to time for different production

stages and have published the same in their annual journals or in seminars/papers. The

shop-floor technician should be provided with such material and should be guided to

analyse and implement these norms. It may be noted that there is always some scope

for upgrading the existing norms.





5.3 Lack of Work-study/Method Study

Not a single mill is methodically carrying out the work-study/method study for each

and every stage of jute production line. As a result a particular job may be carried out

without any scientific basis and may involve excess physical labour and severe mental





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stress. In some cases, these leads to more hands per tonne. In some cases it leads to

fatigue within the workforce. The work-study along with technical literature might

help to reduce the physical labour and the mental stresses.





5.4 Technological Development

The Survey Team of I.J.T., from their discussions with the junior level or middle level

supervisors, had enough reasons to believe that the most of the technicians were not

updated with the recent technical developments appropriate to the jute industry and

sometimes they were not being encouraged to do so. Sometimes, they do not have

access to such information. Even in some cases the technicians have never heard or

have seen the machines, which does not exist, inside their mill premises. This lack of

knowledge impedes the thought provoking nature of a technician. Continuous

trainings, frequent visits to the research institutes and attending the seminars are

therefore must for technologists both at the junior and senior levels.





5.5 Communication and Coordination

This is another important factor, which needs attention of the management of jute

industry. The Survey Team found that there is a lack of communication among the

junior, middle level supervisors and the higher management. Both technically and

mentally they are poles apart from each other. In India, language plays an important

role apart from ego, hierarchy, inferiority and superiority complexes and lack of

technical knowledge. Very few mills have got the system of group discussion among

the managers and supervisors. Free and frank discussions are very rare in the jute

industry. Knowledge or ignorance cannot be suppressed for long and HRD plays a

very important role for proper communication and coordination among the group of

technicians managing the total production line.









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5.6 Awareness of Eco-friendly Product

Even though jute is eco-friendly, most of the technicians are not aware why eco-

friendly term is being coined and its importance in the present scenario of world

market. The complete nature of awareness requires a through understanding of not

only the raw material, and its processing, but the knowledge about the use of the end

products and how it is maintaining the environment and the people free from

toxication. This particular aspect needs a special attention from the view point of

HRD. Moreover, the technicians in the sizing and chemical processing sections must

be aware about the different dyes and chemicals which have already been banned or

are likely to be banned in near future due to their toxicity and other detrimental effect.

Knowledge about the substitutes for such items is also essential.





5.7 Psychology

This particular aspect is very much essential for the workers and for the junior

supervisors. The behavioural aspects of a human being when he is working in a group,

the mentality of that person requires to be groomed according to the needs of the

working environment. The people should be made to understand that without proper

mental awareness nothing can be achieved and even if the achievement takes place

the reward must be coming through. Upper level management should initiate various

measures to improve the behavioural aspects and boost the moral psychology of the

lower level supervisors and the workers.









6.0 VIEWS OF TECHNOLOGIST ON HRD

During the visit of the Team, the Team Members had detailed discussions with

technologists, managers, executives and the doyens of the industry on various aspects

of training ranging from quality judgment of raw jute in the field to marketing of jute

products. But ultimately everybody agreed that the present need is to improve the

quality of all the personnel in a mill ranging from workers to managers from the

viewpoint of technical knowledge.

Everybody had agreed that this is a long-standing issue for the jute mills and how to

tackle this problem is not known to the personnel in the Industry. However,

everybody opined that a beginning must be made sooner than latter and this will







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ultimate lead to the availability of a comprehensive course materials for all the level

of personnel in jute industry and the various training modules shall be standardised

within a short period. People from the industry feel that the training programmes

should be short, meaningful and both the theory and practice should be blended at the

proper ratio for easy and better understanding of the people at the shop-floor level.

Moreover, modern educational technology should be effectively used so that the

important points are ingrained in the minds of the workforce.









7.0 EVALUATION

The evaluation of impact of these types of training is not indeed easy to judge.

However, this Institute from its long experience has developed following system.

An Evaluation Questionnaire will be framed for each category of module by

individual resource persons. The same Evaluation Questionnaire will be supplied to

each participant after the completion of the module.

Questionnaire duly filled will be evaluated at the training centre itself and will be

informed about participants‟ achievement, drawbacks and scope for further

improvement.

Participants have to go back to the mills and implement the acquired knowledge in

their day-to-day working. After three months, an evaluation will take place along with

representatives from the management.









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8.0 FEEDBACK FROM THE TRAINING

PROGRAMME

CONDUCTED FOR INDIAN JUTE INDUSTRIES



1. Every individual mill/ organization must be having their own HRD cell along with

a

library.





2. The supervisors and the managers should be under going frequent training to

upgrade

their knowledge every two years.

3. Induction of effective qualified and professional managers for effective

management

policy.

4. Induction of trained workers, jobbers, fitters through in-house training of freshly

inducted apprentices.

5. The supervisors and the managers themselves must train the workers regularly.

6. Round the year training programme should be planned along with the plan for

production schedule.

7. As the supervisors and managers of spinning and weaving must be conversant with

all

the processing stages of the respective sections and increase their knowledge about

the

total processing/ respective sections.

8. Similarly the workers must be encouraged for training for development of skills in

various stages of production.

9. The research scientists and the academicians must be invited to deliver lectures on

different aspects of production.

10. For induction of apprentice workers few discarded machineries must be kept aside

for

details study.

11. Coordination between the various sections must be encouraged.







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12. Communications between workers and supervisors and supervisors with managers

should be cordial and without any prejudice.

13. Mechanism should be developed in monitoring and auditing (both internal and

external) all training activities to establish their effectiveness in company

business.

_______________







JUTE GEO-TEXTILES- ITS IMPACTS ON THE PRODUCTIVITY OF THE

OVERALL JUTE SECTOR.





M Gulam Mustafa

Joint Secretary,

Ministry of Textiles & Jute, Govt. of Bangladesh



Jute is a ligno cellulosic naturally occurring bast fibre. It has similarity both with

cotton and wood. It needs only 120 days for production as against 270 days for

cotton. It has enough intrinsic and extrinsic properties for using it in new

dimension. With these multifibre concept, a wide range of diversified products

as substitute for cotton, wood, synthetic, plastic & metallic products can be made.

Each and every vibrating industry is always in thrust of increasing product mist

and diversification is nothing but persuasion of this in more systematic, wider

and divergent manners according to the consumer need with the adoption of

newer technology and modernization of processing system. Jute geo textile

among others is one of the most potential diversified products of jute.

Geo means earth and textiles mean fabricated fibrous materials, thus geo textile

are the textile products which are used for the protection of earth. The

professional groups mostly influence with their effective uses as geo technical

engineering appliances for heavy construction, building construction,

hydrological , bio-engineering, soil protection, erosion control, agronomic,

application as soil saver, irrigation liner, mulching material & moisturizer. They

have important and effective properties for applying as engineering materials.

Both natural and synthetic fibrous materials are being used as construction

materials in different parts of the world from time immemorial. It was observed

that “mud houses” that were built in the Indian-subcontinent were reinforced

with jute and other fibrous materials. Similarly split log and bamboo mates were

used as a stabilizer for roads that can be dated back to 3000 B.C.

The concept of reinforcing soft soil with use of fabrics was attempted in South

Carolina high way in 1926. Heavy construction cotton fabrics were treated with

asphalt in this application. Application of topsoil erosion control by netted and

open constructed fabrics were also very common stabilizing material for rain -

wind erosion protector. Geo textile as erosion control alternative to regular soil







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filters were originated around the late 50’s by using it behind pre-cast concrete

sea walls. Permeability, soil retention, strength, filtration, along with other

properties of geo-textiles were discussed by Mr. Barnett. In the 1960’s Rhone-

Poulenc of textile research of France has exposed the application of non-Woven,

needle punched fabric as geo textile material. ICI, Dupont, Poly felt and other

multinationals had enough contribution for finding appropriate geo-textiles

development.



Two identified popular areas of jute geotextile applications are



i) soil erosion control and

ii) rural road & pavement constructions.



Whenever soil erosion control is undertaken, geo textile is

required. It has become an indispensable element of erosion

control activities to prevent any type of soil erosion.

* Woven from heavy and coarse cent percent jute yarn and

having wide open mesh structure Geojute is the ideal erosion

control material for soil slopes under all climatic conditions.



* Made from a natural fibre, Geojute is eco-friendly,

biodegradable and decomposing and thereby it adds to the

soil rich organic nutrients. Being free from toxins and

plasticisers it has no pollutants to run off into ground water

or to disturb the ecological system.

* Its unique mesh construction leavers plenty of rooms for

plants to grow and light to enter between the strands.



* Its natural water absorbing capacity helps conserve soil

moisture and danchor soil firmly in place and thus gives

succour to soil from eroding.



* During water-flow each strand of Geo-jute forms a mini-dam

that traps seeds and soil particles and reduces run-off

velocity creating a micro-climate conducive to germination

of seeds and growth of vegetation to conserve soil.



* Weighing 500 gsm or more it will not be easily lifted by

wind, the flowing water or the growing grass.

* It is flexible enough to follow any type of surface contour.







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* Any variety of grass or ground cover can be selected to fit

site and climatic condition for use of this soil saver. Geo-jute

can be used in conjunction with all standard construction

and building techniques.

Again use of fibrous materials as a mulching materials are also common uses

observed in agronomic and horticultural activities in the European, America and

other cold countries for protection of seed /seedling, from cold/ heat/ light

moisture and wash away of soil- by rain and wind before germination. Again

fibrous materials were also used as bioengineering materials for protection and

improvement of wetland and water bodies. These are used to ecological niech

for improved habitat of various flora-funa from various degradative impact

caused by external agencies. Similarly application for the protection

/stabilization of hill slope by reinforcing it/ them with geo textiles is a very

common phenomenon. It is also suitable to for the protection of river bank,

stabilization of road and high ways as filtering, separating, draining, reinforcing,

materials. Very recently synthetic and modified jute and natural fibers materials

are being tried to be used as irrigation canal liners. Again recently some

particular airport runways improvements are also being done by using geo-

textiles products, for example in Malaysia & Singapore. Moreover in these

countries land reclamation activities are also using geo-textiles in sea –shore

areas for getting extension of land from the sea.

As a commodity geotextile is a recent one. Its market can’t be exactly determined

easily. As constantly its new products and applications technologies are

emerging, so their potential market and market analysis also become complex

phenomenon. Though commodity market is specific and demand oriented. This

is again interlinked with cost and availability of raw material, production

technology and trade and commerce. Ultimate uses depend on choice according

to cost and effectiveness. As geo textiles are new commodity so its markets are

not very well known to the users.

There are various types of geo-textiles both synthetic and natural, market and use

of synthetic geo-textiles are larger than that of natural one. Following tabular

representation are given for pictural representation of production, application of

marketing position of geo-textiles in world perspective.

Table no: 1 World consumption of synthetic geotextiles and related products

(1994)

Region Consumption (M m2) Percentages (%)

zNorth America 411 41

Western Europe 359 36

Japan 86 9

Asia 54 5

Australia 21 2

South America 27 3

Africa 14 1

Eastern Europe 26 3









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Totals 9987 100



Table no: 2 North American consumption by application.



Application Consumption (M m2) Percentages (%)

Soil Stabilizer 104 25

Railroads 8 2

Asphaltic overlays 109 27

Drainage 46 11

Erosion control 44 11

Soil reinforcement 26 6

With geomembranes 74 18

Totals 411 100



Table no: 3 North American consumption by product type.

Product type Percentages (%)

Nonwoven geotextiles 70

Woven geotextiles 12

Related products 18









Table no: 4 Western European consumption by country.

Country Consumption (M m2) Percentages (%)

Austria 9 3

France & Benelux 94 26

Denmark 9 3

Finland 16 5

Greece 4 1

Germany 61 17

Ireland 8 2

Italy 28 8

Norway 20 5

Portugal 5 1

Spain 16 4

Sweden 25 7

Switzerland 14 4

United kingdom 50 14

Totals 359 100



Table no: 5 Western European consumption by application.

Application Consumption (M m2) Percentages (%)

Soil Stabilizer 157 44

Railroads 29 8

Asphaltic overlays 100) and LER or MTI is to be

reduced (< 100).



In a study of inter-farm comparison conducted by IJIRA3,4 it has been reported that the

representative averages of MPI, LER and PI are found to be around 85, 103 and 82. Thus,

performance of the industries falls short (average including both spinning and weaving) of

15% achievable standards. It can be estimated that cost economy to the extent of US$ 10-12

per metric ton can be obtained by improving productivity to the expected standard level by

implementation of proper strategy and taking care of identified causes.



An inter-firm comparison study was conducted by ATIRA, India which was based on the fact

that it permitted each participating mill to assess its own level of performance in relation to the

other mills in the industry. The indices of productivity permit such a comparison directly i.e.

without having to ask questions about average count, range of counts spun, proportion of

combed production etc. and without any need for adjustments in the indices to take account of

factors. To illustrate, a mill with a Productivity Index (PI) of 60 is poorer in performance than

another mill with P I = 80, no matter how different the two mills are. Such a comparison is

possible because of the approach used for computing productivity which will be briefly

outlined here.



The most important property of any index to be used for comparing the performance of

different mills is that the index should not be influenced by factors such as the counts being

spun, or the type of fabrics manufactured, percentage production on combed counts or dobby

or automatic looms or on different types of fibres and blends and any other similar aspect of

the manufacturing policy of an individual mill. At the same time, the index should

appropriately reflect factors such as production rates, machine efficiency, extent of machinery

modernization, level of maintenance of machinery, degree of rationalisation in labour

employment, etc. In short, the indices used for measuring performance should be independent

of all factors which relate to what to manufacture but should reflect all factors which relate to

how to manufacture. Such a system of indices developed by ATIRA for measuring and









78

analysing the performance of the spinning and weaving departments of a mill in terms of

productivity.





3.0 IMPROVEMENT OF PPRODUCTIVITY



The following methods can be adopted for improvement in productivity.



i) Process optimisation through linear balancing of machinery. This will eliminate the

problems of jute loss, process wastes, etc. Based on the length of warp and weft

required in weaving for a specific number of looms, machinery required in up stream

and down-stream processes can be worked out.



ii) Process improvement or modification at various stages by adopting various processes

developed by R&D organizations like



a) Enzymatic up-gradation of low grade jute fibre

b) Optimization of sliver evenness through improved gauging of card

c) Use of Bio-modified TKP

d) Improved count CV% and strength CV% of yarn

e) Retention of higher moisture during jute processing



The following measures may be taken to improve the productivity in a mill.





3.1 Productivity Improvement Cell



Formation of the Productivity Improvement Cell is an institutional arrangement at the

enterprise level to improve productivity and to adopt package programme policies to

reduce cost and improve quality, thereby transforming the enterprise into an efficient

and profitable organisation. The cell is named differently in different countries such

as Productivity Cell, Quality Control Circle (QCC), Productivity Improvement

Committee, Productivity Monitoring Cell, etc. In Bangladesh, it is called Productivity

Improvement Cell and in India it is called Quality Control Circle. To improve and

monitor the productivity situation and control cost at plant level, an institutional

framework should be established at the enterprise level.



Introduction of QC Circle in a mill to use the knowledge, experience and expertise

of the large workforce can not only provide a forum for recognition to the workmen

but can also help the unit to identify the problems and solve several work-related

problems which in turn can improve the production and productivity of the different

sections of the unit.



3.2 Quality and Process Control



The role of quality and process control in any manufacturing organisation need not

be over emphasized. It serves dual function of minimising the rejection and

improving the quality of the products during manufacturing in one hand and ensures

the customers‟ satisfaction through inspection of finished goods on the other hand.

Though the jute industry has an established Quality Control system, there has to be a

sound Quality and Process Control system to improve the quality of the products and

productivity.



Improvement of productivity of a jute mill also depends on two important

factors - introduction of new generation machinery coupled with advanced

processing technology and rationalization of the existing mills‟ working

environment.









79

4.0 COST REDUCTION



Jute mills have to reduce their costs by taking appropriate measures in certain areas of their

operational activities. In fact, if the following guide-lines are followed strictly, cost could be

reduced to the extent of about 20%, if not more, in some of the areas.



a) The target of productivity is to be increased so that each unit can produce more within the

same working hours. This could be achieved by increasing efficiency. 1% change in the

labour productivity may well bring about a net change of about 18% in the total

population5.



b) The production target must be fixed at a higher level than already fixed and such

production must be at economic cost and at an increased productivity norm.



c) To ensure higher production by increasing the efficiency, the mills must ensure avoiding

idle machinery hours. All steps should be taken to ensure that none of the machinery in

the process remains idle. Idle machinery in the Processing Departments will result in yarn

shortage and similarly, idle looms will create stock piling in the Beaming and Winding

Departments. Idle machinery in the Finishing Departments will cause stock piling and

will affect the export shipment.



A worker earns his daily wages by mere attendance and does not feel any compulsion to

produce more. This has resulted in variation in output among the same category of workers

within the same mill. An effective productivity-link wage may be introduced to overcome this

situation. By this system an efficient worker will be rewarded with higher income and an

errant worker will be penalized. However, management is to ensure the proper inputs and

machinery condition.



In addition to this, idle hour payments are an additional burden towards cost of production.

Supervision should be geared up to ensure that the machine-man is attending to his operational

activities without interruptions and that idle machine hours are avoided totally.



4.1 Cost Reduction in Processing Operations



The following should receive proper attention from the management.



1) Quality of raw material (Jute) used should be reasonably good, as low quality

jute increases processing cost.



2) Machine must be maintained properly. Periodic overhauling and preventive

maintenance is a must for reducing cost.



3) Productivity is reduced if spindles are down. It can often be observed that a

certain percentage of spindles on a flyer frame are not working, either due to

mechanical faults, waiting for operators‟ attention or waiting for supplies.



4) Wastage of all sorts, raw material, electricity, water and coal should be avoided.



5) Processing parameters should be laid down and it must be ensured that the same

are maintained and sustained.



6) Optimisation of machinery parameters, implementation of methods which reduce

work load of employees and implementation of incentive scheme based on

scientific method can all contribute towards cost reduction.



7) Top management must be committed for improvement of quality, development

of skill of employees through training and education and must create

environment conducive for higher productivity which ultimately reduces cost

and improves market competitiveness.









80

5.0 RESOURCE MANAGEMENT



Productivity and machine efficiency depend upon managements‟ will and ability to arrange a

steady flow of material and that machines are in proper working order and manned by trained

operators.



Productivity is a combined output of all resources. Improvement in productivity could be

possible through proper utilization of input resources.



Resource planning is an approach to help managers plan their use of resources in the most

efficient manner. Resource planning looks at outstanding tasks (workload) and suggests an

optimal plan to complete those tasks. It considers most of the resources e.g. raw material,

manpower, machinery and equipment, and other resources, priority of tasks and production

time, etc.



Bench marking may also be helpful in adopting better practices for overall improvement of a

mill.



Bench marking is a process used in management to use industry leaders as a model in

developing business practices. This involves finding a best industry and then studying the

industry and applying its best practices for making necessary improvement.



Feedback is the process of adjusting future actions based upon information about past

performance. There are many applications of the idea in various disciplines. Feedback

involves interdependence of one part of a system with another. Management can prioritize the

activities for better performance.





5.1 Manpower



One of the major impedance of productivity improvement is the attitude of the workers‟

and lack of the sense of belongingness to the organization. Formation of Productivity

Improvement Cell or Quality Control Circle may bring about attitudinal change of the

worker.



Supervisors are the interlocutor between the management and the workers. It has been

observed that most of the supervisors employed in the jute industry do not possess the

adequate technical knowledge or the initiative. In absence of any defined job

description, the supervisors in most of the time are chasing wild geese. The quality of

supervisor should be improved through HRD programme.



Jute machinery are mostly non-automatic in type and requires constant attention and

servicing from the operator to deliver output. The operator as well as the support service

providers plays the most vital role in improving machine productivity. Work load on the

workers are to be standardized and man-machine ratio is to be optimized and standard

machine and labour productivity are to be determined.



It is a fact that in existing jute mills about 20% of the total workforce cost is shared by

material handling alone and their number is roughly 30-35% of the total labour force

who are mostly unskilled. By introducing specially designed crane and/or fork lift in the

raw jute go-down for storing and stacking of jute bales and palletization in the batch

house for transportation of materials in selection, softening, piling, root cutting and card

feeding about 50% labour force can be reduced thereby saving on wages.





The effective working of an organisation is not only dependent upon the infrastructure and

proper utilisation of resources but also on motivation and team work. Here is an example of a

jute mill, where productivity has been improved through Optimum Utilization of Existing









81

Capacity. The success story reflects the achievement of a highly dedicated team of

Management, Supervisors and employees. The Team approach flourishes in which the leader

delegates effectively and team members communicate in an atmosphere of mutual trust and

respect. This case highlights “how to approach the improvement of productivity and to bring

to the grassroots level employees a feeling of belonging, a feeling of job satisfaction and job

enrichment” for achieving higher productivity. How much the management team at the factory

level can achieve by optimum utilisation of Man, Machine and Material is reflected by saving

through cost reduction.



In this connection reference may be made about a jute mill of Bangladesh which provides

incentives to workers for working without taking any leave in a certain period. They also

ensure that the same worker attempts to the same machine every working day. This helps the

management in getting appropriate information about the reactions and also ensures the

targeted production.







6.0 MACHINERY & TECHNOLOGY



Jute industry in the subcontinent started from 1855-59 with 8 ton spinning capacity and 192

looms. Presently, there are 78 jute mils in India producing over 1.6 million tons of jute goods

per annum and 136 jute mills in Bangladesh producing about 0.5 million metric tons of jute

goods per annum



In Bangladesh jute mills were established during the span of 20 years from 1950‟s to 1970‟s 6.

The jute mills‟ infrastructural plan, design and lay-out were more or less the same prototype

ones that are capable of handling and transporting jute through several processes of jute to

finished products. The factory buildings and layout plans do not have the facilities of dust

collection, dust extraction, de-dusting, noise absorbing or conditioning systems as these are

the basic requirements of any modern textile mills, for that matter of jute mills.



Improved material handling systems are to be introduced for better handling of materials at a

quicker pace and at lower cost. Scope of improved material handling is to be assessed keeping

in view of the lay out, floor condition etc. Indian jute industry has already successfully

introduced Fork lift in jute go-down and Finished go-down. Scope for extending the improved

handling system in other areas is to be explored.



There are at least 25 to 30 steps of handling and transportation of raw jute and processing jute

within mill/factory premises to produce finished jute products. These are done manually. That

means to produce 1 metric ton of finished jute products the process needs to handle, lift, store

and transport 25 to 30 metric tons of processed materials through different processing

zones/stages by ordinary carts/trolley/basket on trolley, driven manually.



By introducing specially designed cart fitted with spikes in the spinning area for transportation

of spinning bobbins to winding department in place of basket-on-trolley will be able to reduce

work force by about 30%. Similar saving in labour wages can be achieved in all the material

handling areas in jute mills by improving the following which do not require major capital

investment.



- Old trolleys to be replaced by appropriately designed ones having tyre/rubber-based

wheel.



- Introducing tyre /rubber-based wheel in carts fitted with spikes.



- Palletisation wherever possible



- Floors to be suitable for smooth movement of forklifts, carts, trolleys and other related

activities.









82

- Establish Threshold Limit Value (TLV) of Air pollutant, Noise and Vibration of

Machinery of Jute Mills.



- Implement ILO Convention No. 148 and its Recommendation No. 156 concerning the

Protection of Workers against Occupational Hazards in the Working Environment due to

Air Pollution, Noise and Vibration in Jute Mills.



- Introduce Dust Collection, Dust Extraction, De-dusting, Vibration and Noise Absorbing

System in the Mills.



- Optimum utilization of man, machinery and material to make every stage as an individual

profit centre.









7.0 MACHINE MAINTENANCE



Maintenance and repair activities are integral parts of production and productivity. The

management needs to be aware of the need for excellent machine maintenance and up-keep of

the machines. A planned programme for preventive maintenance, overhauling and machine

auditing in a systematic manner is necessary to have optimum machine utilization with

minimum down time. Yearly schedule for maintenance is to be prepared and adhered to.

Periodic review of these schedules is to be made to ensure that they were carried out properly.

With the help of a maintenance manual, jobs to be done in machines of different sections are

to be carried out to ensure maintenance of high order.



A machine auditing system is also to be introduced as it is an important activity for assessing

the health of the machines. Machine auditing is the gradation of machines according to their

performance. This would help in identifying the minor points which affect the performance of

the machines.



On the basis of this assessment machines lying in the lower grades may be updated through

maintenance and extent of improvement is again assessed on the basis of performances.



In order to have optimum machine utilisation, existing machine parameters are to be

standardised.



Standardisation of specification and quality of spare parts result in better performance of the

machines.



The notion that expenditure on maintenance is unproductive is to be banished from the mind.

Inadequate maintenance will result in total collapse of machinery and may invite much higher

investment.





7.1 Machine Up-gradation



Up-gradation and modification of existing machinery and equipment through proper

R&D is needed to reduce cost of conversion to make jute products cost competitive. It is

also necessary to adopt suitable advanced technologies available in other fibres.



It may be mentioned here that International Jute Study Group (IJSG) recently

implemented a project entitled “Road Map for jute industry” and organized one

International Seminar at Geneva and two workshops at Kolkata and Dhaka. Participants

in these Workshops expressed the need for up-gradation/ improvement in the present









83

machinery for reducing the cost of conversion. This will also need better quality fibre for

producing better products and also for producing products for diversified uses.







R&D activities initiated by IJIRA and BJRI on the up-gradation of machinery for

improving the productivity of the machines may be cited here.





A. Up-gradation and Modification through R&D of IJIRA7



Stages Benefit

1. Reduction of softener rollers to 16 pairs - Saving of energy, space



2. High speed stirrer for emulsion preparation - Reduction in Time

- Uniform emulsification



3. Sliver Grist Monitor at Breaker Card - Reduction in man power

- Better feed control

- Better Sliver regularity





4. Auto-leveler at Finisher Card - Better sliver regularity

5. Spinning breaks detector assembly - Reduction in ends down rate

at spinning



6. Self rotating bobbin holder for scroll winding - Reduction of thread waste

machine



7. Modification of cop Winding machine - Higher productivity

- Better compactness of cop

- Higher weaving efficiency





8. Beaming Tension Controller - Better weavers beam with

improved individual yarn

Tension

- Better weaving efficiency



9. Raw Jute Strength Tester - Quick testing at mill level









B. Adoption of New Machine & Equipment



Stages Benefit



1. Jib crane/Fork lift at Jute and Finishing ● Reduction in Manpower

go-down ● Faster handling





2. High speed Spreader ● Higher production per machine



3. High speed Card ● Higher production per card



4. Rotary Gill Drawing ● Higher production per machine









84

Stages Benefit



5. Use of Bauxter Flyer and larger bobbin ● Higher yarn content/bobbin

in spinning ● Higher Spinning efficiency



6. Ring Twisting ● Higher production

● Larger bobbin size



7. Herakle Sewing replacing ● Higher productivity than overhead

Overhead Sewing

8. Oil Press for baling replacing ● Higher productivity

Hydraulic press ● Less energy consumption





C. BJRI has successfully modified apron draft spinning machine into ring system by adding

rings and travelers instead of flyers. The speed could be as high as 9000 rpm.





Stage Benefit



 Reduction of one drawing stage - Reduction of labour, time and energy



 Enzyme adding device - improvement of fibre quality.





Moreover, efforts are being made to develop/adopt high speed rapier looms for both

conventional and diversified products. Efforts are also being made to modify other machinery.

It may be mentioned here that IJSG is currently implementing a Project on Design and

Development of Metallic card clothing through IJIRA by which it would be possible to have

more fibre separation which will allow to spin finer and regular yarn.



For modernization of the jute industry the IJSG Secretariat, on the basis of recommendations

of the recently completed project on “Road Map for Jute Industry”, would endeavor to take

up projects with machine manufacturing companies for up-gradation/ modification of jute mill

machinery so as to bring down the production cost and also man-days per ton.









In pursuance of a decision of the Private Sector Consultative Board (PSCB) of IJSG the IJSG

Secretariat received the following Suggestions for Improvement in Machine & Labour

Productivity from IJIRA:



Area Machine Labour Strategies for Improvement

Productivity Productivity

Jute 58 bales/ Use of fork lift instead of manual loading

Godown man/shift improves labour productivity from 12

bales/ man/shift.

Selection 27 bales/ Assessed through work study

of bales man/shift







85

Selection 6.5 MT/man/ Use of material handling equipment

to Batching shift improves productivity from 1.75

MT/man/shift

Softening 2.86 hands/ Replacement of softener by spreader

machine/shift enables reduction of man power to the

extent of 9.14 men/ machine/shift

Cards 20% higher Replacement of old card by new high

delivery speed productive card.



Drawing Nearly 6/3 Introduction of high speed Rotary Gill at

times higher the 1st & 2nd stages.

speed at 1st/2nd

Drg.

Spinning 7% increase in Conversion of 2 legged flyer spinning to

productivity bauxter flyer type with higher package

size.

Warp For larger & Replacement of traverse bar type warp

Winding better package winding to scroll winding. Use of slub

catcher and knotter recommended for sale

yarn.



Dressing Utilisation of Use of fuel efficient boiler for dressing

caddies as fuel machine



Loom 5.4 hand/MT Allocation 4 looms to a weaver instead of

2 loom in sacking results in saving of

manpower by 2.8 hands/MT



5-6% increase Enhancement of loom speed by

in loom speed improvement in the weaving preparatory

and maintenance of looms.

Sack There is scope to improve productivity at

sewing different stages between 10-15%.

& finishing

Press 60-65 bales/8 25-30% machine Productivity may be

hr. increased by replacing water press with

oil press.



7.2 Material



Quality of material inputs is very important for production of standard products.

Substandard and cheap materials can prove dearer in the long run. Hence, quality of all

incoming materials used in jute mills is to be properly assessed to commensurate with

the final products.



Since the mills have little control over the availability of good quality fibre, the available

fibres need to be upgraded. Both BJRI and IJIRA have developed enzymatic techniques

for upgradation of low grade jute fibre which can be helpful in this respect.



Erstwhile IJO has implemented a project on the identification and application of suitable

enzymes for upgradation of low quality fibres. An enzyme plant has been set up in

Nawab Abdul Malek Jute Mill in Bangladesh for production of enzymes. Enzyme is

being produced at the plant and successfully applied by Nawab Abdul Malek Jute Mill.









86

Waste generation in jute processing is unavoidable but generation of excessive waste is

an attitudinal aberration. A successful waste control regime involving management,

supervisors and workers can reduce the wastage substantially. Reduction of wastage

should be everybody‟s business.



Alternative uses may be developed for better utilization of these wastes. Good quality

pulp can be made with the jute caddis. It may be mentioned here that an entrepreneur in

Bangladesh has taken up a project to produce pulp from jute waste. Entrepreneurship

also may be developed in Pakistan for making pulp from jute caddis.





7.3 Energy Management



Jute mills are energy intensive. Energy cost accounts for about 8.5 – 10.5% of the

product cost depending on the product mix.



Productivity is also influenced by power cuts. Some mills experience frequent cuts in the

power supply. This alone makes investment in new machines not viable. It is difficult to

ask workers to work hard when there are long idle periods.



About 40% of the total energy consumption is in the spinning followed by weaving

(25%) preparing (15%) and winding-beaming (10%). About 85% of the electrical energy

consumed in jute mill is directly engaged in production, 12% in auxiliary section like

workshop, water supply, etc. and 3% is consumed in lighting. The trend in electrical

consumption in mills reveals that there is an increase in the annual consumption. Energy

conservation efforts should be made with greater importance.



Energy Management is an activity that ensures efficient use of energy without reducing

the production level or lowering product quality, safety or environmental standards.



The jute mills cannot improve performance without well motivated and properly trained

managers. At a BJRI Seminar in 1988, it was pointed out that one reason for the problems in

the jute industry was that it did not employ enough managers with high academic

qualifications and proper training.







8.0 CONCLUSION AND RECOMMENDATIONS



Productivity is a function of various input resources and improvement in productivity can be

achieved by maximising the utilisation of these resources. Productivity improvement should

be a never ending motto. Stagnation in productivity in Jute industry can be attributed to

various factors which are not insurmountable. However, industry alone, in isolation can not

bring about this change. A strong linkage with mutual trust and respect on continuous basis,

could be established among the industry, the employees, the market and last but not the least

the Research & Development Agencies /Institutions.



There are many areas where cost reduction is possible. The best results are naturally obtained

by an overall approach and not just by savings in individual areas although these are

necessary. In reality, a change in attitude is required where optimum resource utilization is the

daily key issue for a jute mill manager.



There are several approaches to cost reduction and quality improvements by:



- Improving internal performance, using present technology

- Improving quality of traditional jute products

- Developing more value added diversified jute or jute blended products

- Improving the competitive position of jute by the development and introduction

of a new generation of jute processing technology.









87

The following are specific ideas that could assist in improving financial performance in jute

mills.



- Adoption of blending technology to produce diversified jute products.



- Development of non-woven fabrics for various uses.



- Development of gluing of sacks instead of sewing.



- The use of tubular fabrics, to be woven on flat looms, for sacks. This can reduce sewing

time.



- Development of new products by the traditional technology by coordinating the efforts

already made by many research institutes in close cooperation with the market.



Beyond the Sunset – A new dawn for Jute



Once termed a “sunset industry”, jute now offers fashionable, eco-friendly products that are

attracting new consumers – thanks to innovative applications in the automotive industry,

fashion, furnishings and landscape management.



In contrast to other major commodities, whose prices declined steeply between 1980 and 2002,

jute was able to withstand the downward pressure, rising from US$ 369 per ton in 1980 to

US$ 400 in 2002.



Diversification efforts have made jute a substitute in areas as wide-ranging as automobile

manufacture, shopping bags and erosion control “geo-textiles”, etc.







References



1. S.K. Ghosh and A. K. Samanta, Productivity Improvement in Loom Shed - Workshop on

Productivity Improvement in Jute Industry, IJSG, 2003.



2. P. Chattapadhyay, Productivity Measurement, Productivity Journal, VII (2), 1967, p-233.



3. IJIRA Report on Inter-farm Comparison on Weaving Productivity, 8th IJIRA Technological

Conference 1977.



4. IJIRA- Report on Inter-farm Comparison on Productivity, 11th IJIRA Technological

Conference 1980.



5. Chowdhury, A Momin (1981), A Method for Designing an Incentive System for the Jute

Industry of Bangladesh in particular and for the nationalized Industries in general.



6. M.M. Mustafizur Rahman, Possible Productivity Improvement through in- House

Management of Working Environment in Jute Mills – Workshop on Productivity

Improvement in Jute Industry, IJSG, 2003.



7. T.K. Roy, G. Chattopadhyay & Dr. D. Sur, Resource Management for the Improvement of

Total Productivity in the Jute Industry - Workshop on Productivity Improvement in Jute

Industry, IJSG 2003.

_________









88

VIRTUE OF JUTE FIBRE IN THE GLOBAL TECHNICAL

TEXTILE MARKET



P. RAY



Institute of Jute Technology

35, Ballygunge Circular Road, Kolkata-700 019, India.





1. Introduction

Recently there is renewed interest for agro based natural fibre such as jute and kenaf

in the light of growing global concern for environmental preservation and control of

pollution. Jute and allied fibres can certainly be considered as a potential candidate for

many of the eco-friendly products that will replace majority of today's popular

products posing severe threats to our environment. Growing market for natural fibre

based industrial applications offers new possibilities for jute and kenaf fibre. In order

to meet the challenge in this area, products made ot of jute and kenaf fibre should

conform the stringent quality specifications while may be achieved by i) improvement

in quality of the existing fabric and ii) production of lighter fabrics. Also there is a

scope to create newer market with innovative products by adoption of new

technologies for use of jute and kenaf in technical textiles, composite materials and

other industrial applications.







Use of commodity fibre for the manufacture of technical textile however, centres

around polypropelene, polyester and nylon chiefly, in view of consideration of

following much needed aspect of a textile fibre for technical application such as

tensile, flexural and torsional property, fatigue and abrasion resistance, compressional

resilience, surface tension, thermal, hygral, sonic behaviour, electrical conductivity,

microbial resistance, UV resistance, absorbency and breathability. But natural fibres

like jute and kenaf do posses many of the above properties, which have not been









89

exploited properly for engineering the fabric to be used for technical textiles. Rigby in

his report illustrated the world market shares for different fibres (Fig. 1)1 . It is evident

from the figure that natural fibre of bast and leaf origin will be having an important

role to play in the field of Technical textiles.









Cotton,

Steel Polyester &

22% Nylon

30%



Glass and

ceram ic

13%





Bast and Leaf Polypropylene

fibres Asbestos Tapes, monofils

9% 10% 16%









Fig. 1 : World Market Share of Fibres used in Technical Textiles









Bast and leaf fibres do posses higher strength and

stiffness and much lower extensibility, indicates that

these eco friendly bast and leaf fibres are stronger

and dimensionally stable. Such fibres deserve

attention while developing strong, dimensionally

stable and flexible technical textiles. The potential of





90

bast and leaf fibres are not at all exploited to produce

technical textiles although the mechanical

characteristics are very encouraging. When one

considers the bast and leaf fibres grown in South

Asia, jute and kanaf automatically qualify for their

properties and availability. Jute and kenaf have much

higher relative strength as well as cost competitive as

compared to other bast and leaf fibre for producing

cost effective technical textiles.



2. Properties of jute fibres :

Jute is a ligno cellulosic, natural fibre. As an environment friendly fibre it deteriorates organically and

can be disposed in landfills and is easily and safely incinerated. The fibre is both reusable and

disposable. It is annually renewable natural product and makes no demand on the world's scarce energy

resources. The fibre is strong and durable. Table 1 shows the critical properties of jute fibres.





Table 1. Range of Critical Properties of jute fibre:





Single fibre

Gravimetric fineness (tex) 1.25-5

Tenacity (g/tex) 30-50

Extension at break (%) 1.0-2.0

Initial modulus (g/tex) 1170-1980

Modulus of Rigidity ( 103 GPa) 0.25-1.3

Flexural rigidity (10 -9 N.m2 ) 3.0-6.0





Fibre Bundle

Tenacity (g/tex) 13-35

Density (g/cm3) 1.45



General

Moisture regain (%) at 65% RH 12.0

at 100% RH 36.0

Refractive Index (parallel to fibre axis) 1.577

(perpendicular to fibre axis) 1.536

Specific heat (Cal/g/0C) 0.324









91

Thermal Conductivity (cal/sec/cm2/0C/cm) 0.91X10-4

Electrical resistance (ohm) 5 X 1010

Dielectric constant 2.8



Jute fibre, like other natural fibres, is hygroscopic. With water jute filament swells 23% in diameter,

40% in cross section and 0.06% in length.



The products are aesthetically pleasing, versatile in nature and environmentally safe. Jute fibre has high

strength and modulas, low extensibility, appreciable moisture regain, good dyeability with almost all

types of dyes and good thermal stability.





Absorption of water vapour changes the dimensions of the filament as well as its

mechanical and electrical properties. One further aspect, which is of special

importance, is degree of porosity usually found in vegetable fibres in general, which

is chiefly a result of the empty lumens of the cells. This hollow nature of jute fibre

may impart acoustic insulation property. Any fibrous material will offer some

resistance against the transmission of heat and sound because of the air traps within

the individual fibres and also between the fibres. The specific surface area and

porosity of the fibre is an important factor governing the amount of entrapped air in to

the fibre assembly.



3. Jute based Technical Textiles:

The growing disinclination to use artificial fibres and increasing preference for natural fibres may

revive the importance of jute. With growing concern regarding environment, new market opportunities

will arise for natural fibres like jute. Environmental legislation/regulation by National Government may

open up new market for jute and kenaf. But at the same time one has to look into the traditional usages

of jute and emphasis the role of diversified sector. Therefore, concerted efforts need to be made to

explore non- traditional products mainly used for technical function as mentioned in Fig. 2.









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Jute Woven/Non-

woven/Knitted

Yarn Fibre



Non-woven

Cord/Twine Woven

(Jute Twine) Agrotech (Scrim Cloth, Buildtech (Jute

Net, leno, Nonwoven pre fibre Reinforced

Composites fabricated jute drain)

Industrial Applications composite)

Packaging

(Cordage and rope,

marine rope, industrial

belt, webbing) Rigid Flexible Geotech Hometech

Traditional Non-Traditionall

(Jute-PET or Jute-PP (Coated Jute (Soil saver Fabric, jute (Furnishing, Matt,

Packaging Packaging

composite) Fabric) woven and nonwoven upholstery)

(Jute Sack)

) fabric)





Mobiltech (Car Oekotech

1. Food Grade Jute Bag for hazel nut, coffee beans

panel, Hood, rigid (Disposable Bag,

2. Packaging of Lower Capacity for shopping bags etc.

board) shopping bags,

3. Flexible Intermediate Bulk Container

Filter Fabric)









Fig. 2 : Technical Textiles From Jute









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Few thrust areas of application of jute based technical textiles have been

mentioned in the following tables-2.1-2.7.

Table-2.1 - Jute Packaging Textiles

Specific End-Uses

Property Advantages

Non slip nature, stack stability, high Besides conventional jute bags for packaging



strength & modulus, low extensibility, agricultural and industrial commodities, non-traditional

jute bags includes postal bags, tea-bags, shopping bags,

good dimensional stability, good moisture

waste disposal bags, portfolios, carry bags, school bags,

absorption and air permeability, favourable vegetable bags, collapsible/folded bags, multipurpose

hook resistance and cut resistance, low cost low-volume jute bags and soft luggage and eco-friendly

& easy availability, agro-renewability, food grade jute bags satisfying IJO-98/01 specifications.

ecofriendly nature and biodegradability.







Table-2.2 - Jute Geo-textiles

Specific End-Uses

Property Advantages

High strength and modulus, good dimensional Jute Geo-Textiles (JGT) finds its application in surface

stability and ability to withstand initial stresses of soil erosion control in slopes and plains, stability of

road construction, heaviness and appreciable embankments, strengthening of sub-grade soils in roads,

thickness, good draping quality, stiff body protection of banks of rivers & waterways, sub-surface

preventing differential settlement on soil, high drainage, soft soil consolidation etc. Thus, JGT

permittivity and transmitivity, irregular surface withstands stresses in the constructional phases, prevents

morphology preventing lateral and rotational slides, intermixing of different soil layers, acting as separator,

high water absorption performing well in filtration performs filtration function and also controls lateral

and drainage and soil consolidation (caking) dispersion, subsidence and slides. JGT performs five

functions, soil friendliness and addition of nutrients basic functions such as separation, filtration and

to the soil after degradation, eco-compatibility, drainage, initial reinforcement, control of surface soil

vegetation support, easy availability, low cost and detachment and vegetation or biotechnical support.

agro-renewability.









Table-2.3 – Jute Agro-textiles

Specific End-Uses

Property Advantages







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High strength and good dimensional stability, good draping Jute fabrics are now being used as

quality, easy dissipation of kinetic energy of raindrops, good

agricultural textiles for sun screens,

absorption of moisture and attenuation of wind effects,

plant nets, wind shield, harvesting

improvement of micro-climatic conditions (viz. temperature &

moisture), enhancement of organic matter levels and nutrient to nets, field-nets for protecting crop

the soil, irregular surface morphology preventing lateral and from birds, weed protection,

rotational slides, high air & water permittivity and mulching on seed bed, soil

transmittivity, vegetation & bio-technical support, eco-

conservation, development of forests

compatibility & soil friendliness, easy availability, low cost and

in semi-arid zones, nursery pots and

agro-renewability.

nets etc.







Table-2.4 – Jute Reinforced Composites in Buildtech and Mobiltech Textiles

Specific End-Uses

Property Advantages

High strength, modulus and stiffness, Thermoset Jute Rigid Composites

(these parameters per unit cost are

Rigid jute-polyester resin (thermoset) composite can be used as door

more predominantly high), Heaviness

and window frame for low cost house, corrugated sheet for false roof,

(weight /unit cost is high), Irregular

garden canopy, garden fence, and furniture. Many product of this

surface morphology, low specific heat

category are coming up to cater the need of railways and automobiles

and low thermal conductivity,

for the purpose of flooring and roofing to replace wood and plywood.

relatively higher thermal stability and

Jute nonwovens and resinated felt are introduced commercially in

dimensional stability and amenable to

automotive for building doors, B-pillar, A-pillar headliner, package

suitable chemical modifications to suit

tray, underlay carpet material, air deflector etc.

better compatibility with resin or

Thermoplastic Jute Rigid Composites

thermoplastic matrix.

Jute waste and recycled polyolefin composites for garden

canopy/fence, street lamps etc., Jute-PP or MAPP thermo-

plastic composites sheets moulded for door panels of cars.

Table-2.5 – Jute Coated textile

Specific End-Uses

Property Advantages

High strength and modulus, low Jute fabric is coated with suitable

extensibility of the fibre, good thermal polymer/elastomer to develop products

stability for coating, appreciable weather

such as coated tarpaulins for construction

resistance and unique surface morphology





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(that usually promotes good mechanical industry and cargo etc, conveyer belt used

adhesion of jute with coating polymer and in food processing units, awnings, canopy,

eliminates use of hazardous prior treatment

architectural textiles, breathable aprons

of the textile substrate with adhesion

for pesticide operation, mackintosh,

promoter).

double texture rubberised fabric for

luggage, flexible hood for automobiles,

compact coated textiles, outdoor protective

cover etc.



Table-2.6 – Jute Protective Textiles

Specific End-Uses

Property Advantages

Resistance to weather and microbial attack is Bleached and /or dyed jute or jute/cotton union fabrics

moderate and to some extent better due to presence of finished for fire-protection, rot-resistance, water

lignin. Good thermal stability and diverse chemical repellancy, resistance to photo-yellowing, resistance to

functionality attributes easy chemical modification on fibre shedding, abrasion and resistant to staining etc.

jute for protective textile finishing. are used in relevant need.





Table-2.7– Jute Home Textiles

Specific End-Uses

Property Advantages

Unique natural colour, special surface Natural colour / bleached, dyed, printed, and finished jute or

texture, hand crafted look, heaviness and jute/cotton union decorative and furnishing fabrics, kitchen

smart in appearance, high strength and wear, wall hangings, wall decorative, floor coverings, floor

modulus, moderate to good draping, good matting, soft-luggage, aprons, hats, gloves, file covers, footwear,

moisture absorption, good bleachibility, tablemats, fashion accessories like laces, patchwork and

good dyeability and printability with braiding, gift boxes, and miscellaneous handicraft items from

different class of dyes, low cost & easy jute fibres, yarns and fabrics. Eco friendly jute decorative cloth

availability, agro-renewability, & & tarpaulins made out of jute and jute unions and blends.

ecofriendlyness.

6.Conclusions:

The strategy for growth therefore aims at diversification and value added jute based

products for a whole range of applications. Product development and market

development along with assurance of premium quality and certain of awareness among







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consumers around the globe regarding the advantage of jute would effectively promote

use of jute.







References:

1. R. David, The World Technical Textiles Industry and its Markets: Prospects to 2005, Published by

Messe Frankpuit /Techtextile (1997).

2..Chattopadhyay S.N., Day A, Sanyal SK, Kundu AB, Pan NC & Mitra BC, Jute for

Apparel use, Ind. Text J, July (1997), p 14.

3.Pandey SN, Day A, Chattopadhyay SN & Pan NC, Recent advances in resin finishing

of jute and jute blended textiles, Ind Text J, July (1993) p 30.

4.Bhuian AM, Recent achievement of BJRI, in International Jute Organisation (Dhaka)

report on seminar of experts / specialists on industrial (R&D) and manufacturing

technology of jute, Kenaf & allied fibres, held at IJO (presently IJSG), Dhaka, IJO /V

/Industry (1986) 66/ p5.



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