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Yarn import jumps 13% as local production chokes amid gas crisis

Bangladesh’s textile and spinning mills are struggling to produce yarn due to a lingering gas crisis which has led to a jump in yarn imports of about 13% as fabric and apparel makers look elsewhere to meet the demand.

According to data from the Bangladesh Bank, the apparel industry imported yarn worth $2.64 billion in the July-April period of the just-concluded fiscal year, compared to products worth $2.34 billion during the same period in FY23.

Apparel exporters said the garment industry is facing a double whammy. Local textile mills and garment makers have been forced to increase imports despite the prevailing dollar crisis. Recent cuts to government incentives may further encourage imports. This reliance on foreign yarn could hurt the value addition of the RMG sector.

Gas supply crisis has also become a critical component in this situation. Typically, garments and textile mills require around 8-10 pounds per square inch (PSI) of gas pressure to run at full capacity.

However, gas pressure drops to 1-2 PSI during the daytime, significantly impacting production which continues even into the night in the major industrial zones, according to the Bangladesh Textile Mills Association (BTMA).

Low gas pressure has crippled production forcing 70-80% of mills to operate at around 40% of their capacity, industry owners say.

“We have been grappling with gas shortages over the past year, and our production has gradually declined. However, production has now plummeted below 40% of our capacity as the crisis intensified over the last month,” said Rajib Haider, managing director of Outpace Spinning Mills Ltd, located in Mawna, Sreepur, while speaking to TBS.

The gas crisis is especially severe in areas such as Tongi, Joydebpur, Sreepur, Bhaluka, Araihazar in Narayanganj, Palash, Madhabdi, Madanpur, Savar, and Ashulia

Mohammad Ali Khokon, president of BTMA

“Despite having orders, spinning mill owners are concerned about meeting supply deadlines,” If spinners fail to supply yarn on time, garment owners may be forced to import yarns, he added.

The entrepreneur also noted that reduced production has raised costs and reduced cash flow, making it challenging to pay workers’ salaries and allowances on time.

Mohammad Ali Khokon, president of BTMA, told TBS that the gas crisis is especially severe in areas such as Tongi, Joydebpur, Sreepur, Bhaluka, Araihazar in Narayanganj, Palash, Madhabdi, Madanpur, Savar, and Ashulia.

Apparel exporters have also recognised the challenges faced by textile and spinning mills. They noted that disruptions in gas and electricity supply have significantly impacted operations at RMG factories as well.

Mohammad Hatem, executive president of Bangladesh Knitwear Manufacturers and Exporters Association (BKMEA), “In the Narayanganj area, gas pressure was at zero before Eid-ul-Adha, but it has now increased to 3-4 PSI. Nevertheless, this pressure is insufficient to operate all machines, which affects their lead times. As a result, most dyeing factories are operating at 50% of their capacity.”

Cash incentive cuts fuel yarn import 

According to a central bank circular issued on 30 June, the cash incentive for local export-oriented textile mills has been reduced from 3% to 1.5%. Approximately six months ago, the incentive rate was 4%.

Mohammad Hatem said the effective rate of this cash incentive would be 1.2%, as it is calculated at 80% of the FoB (Free on Board) price.

He explained, “Spinners receive the incentives through garment exporters. When we (garment manufacturers) purchase local yarn, spinners account for the cash incentives during payment, but apparel exporters only receive their incentives a year to a year and a half later.”

Additionally, getting these incentives involves various hurdles, meaning garment exporters will now likely opt for imported yarn over the less-incentivised local yarn, he said.

Hatem added that the RMG industry may become an “import-dependent export industry” if government policies are not revised to enhance the competitiveness of local industries.

Speaking with TBS, Giant Group Director SM Majedur Rahim stated, “We typically import the finest yarn, which costs 40-42 cents less per kilogram than local yarn. However, moving forward, we will import yarn even if the cost difference with local yarn narrows to 20-25 cents.”

“The price of a 30/1 count yarn, commonly used for making knitwear, was $3.70 per kg a month ago, but it has now dropped to $3.20 to $3.25. Meanwhile, Indian spinners are offering the same yarn even cheaper at $2.90 to $2.95,” he said, adding that apparel exporters will definitely go for yarn imports considering the cost benefits.   

However, BTMA officials said the prices of locally-made yarn are lower when considering the production costs and cotton import costs.

BTMA for old gas prices as supply issues continue

Last month, the BTMA sent a letter to Petrobangla Chairman Zanendra Nath Sarker, highlighting that the gas crisis has severely impacted factory production with supply line pressure in some member mills dropping to near zero. This has caused significant machinery damage and halted operations.

The letter also noted that the price of gas per cubic metre had increased from Tk16 to Tk31.5 in January 2023. Despite this price hike and government assurances of an uninterrupted gas supply, the expected gas supply never materialised.

At a press conference in January this year, the BTMA also called for a return to the previous gas price for textile industries until the ongoing crisis is resolved.

Bangladesh sets $110bn export target by FY27

The cabinet on Monday approved the draft of the new export policy, setting the target of earning $110 billion from exports by the financial year 2026-27.

The new three-year policy began from the current financial year on Monday.

Cabinet secretary Md Mahbubur Rahman at a briefing at secretariat said that the income target of the immediate past export policy was $80 billion.

Referring to provisional data, of the just concluded FY24 he said that the overall income stood around $70 billion.

According to the export promotion Bureau data, the government has set an export earnings target of $72 billion for FY24.

Out of the total $72 billion, the earnings target for goods had been set at $62 billion while for the service sector the target was set at $10 billion.

Against the target, Bangladesh’s export earnings from goods in 11 months (July-May) stood at $51.54 billion, which is 8.47% lower than the government-set target, the EPB data showed.

Regarding the service sector, the EPB released data up to March 2024 that showed export earnings from the sector in the nine months of the financial year 2023-24 stood at $5.08 billion, nearly 30% lower than the government-set target.

EPB delays releasing export data after mismatch shock

The Export Promotion Bureau (EPB) is taking more time than it usually does to release the export data for June apparently because of the shock following the central bank’s correction of overseas sales figures.

Bangladesh Bank data showed on Wednesday that actual exports in July-April of fiscal year 2023-24 were nearly $14 billion below the shipment value of goods published by the EPB earlier, one of the biggest shocks in the financial sector in recent times.

Usually, the wing of the commerce ministry releases the export data of the previous month within the first three days of the current month. This time, the release was delayed after the central bank published corrected figures on export earnings, ending the discrepancy between the real receipts and the data shared by the EPB.

“Maybe, the EPB is sorting out the data since a mismatch was detected in the calculation of the export data,” State Minister for Commerce Ahasanul Islam Titu told The Daily Star yesterday.

The EPB comes up with the figures based on the shipment data from the National Board of Revenue (NBR) and does not consider if the goods are sent back.

Anomalies range from serial duplication errors to miscalculations of the value of fabrics to repeated miscounts of sample items as exports, according to the BB.

For example, in the case of garment orders under a manufacturing process known as cutting, making and trimming, the EPB calculated the prices of fabrics and all accessories, although it was supposed to take into account the making charge only.

Sales by companies inside the export processing zones were counted twice — first during shipment from the EPZs to local firms and second during shipment from the ports by the exporters.

The difference between export figures has been persisting for at least 12 years, with the gap crossing $12 billion in 2022-23, the BB said.

Titu also said a new project will be taken soon by the commerce ministry so that the EPB itself can calculate the data independently.

নতুন বাজারে তৈরি পোশাক রপ্তানি বেড়েছে সাড়ে ৬ শতাংশ

তৈরি পোশাক খাতের সামগ্রিক রপ্তানি আয় চলতি অর্থবছরের প্রথম ১১ মাসে ২ দশমিক ৮৬ শতাংশ বাড়লেও অপ্রচলিত বাজারে আয় বেড়েছে ৬ দশমিক ৪৭ শতাংশ।

রপ্তানি উন্নয়ন ব্যুরোর (ইপিবি) সর্বশেষ তথ্য অনুযায়ী, ২০২৩ সালের জুলাই থেকে ২০২৪ সালের মে মাস পর্যন্ত অপ্রচলিত বাজার থেকে পোশাক পণ্যের রপ্তানি আয় ৬ দশমিক ৪৭ শতাংশ বেড়ে দাঁড়িয়েছে ৮১৮ কোটি ডলার, যা একই সময়ে আগের বছরে ছিল ৭৬৮ কোটি ৯ লাখ ডলার। মোট রপ্তানি আয়ের ১৮ দশমিক ৬৭ শতাংশ এসেছে নতুন বাজার থেকে।

অন্যদিকে, তৈরি পোশাকের পণ্যের সামগ্রিক রপ্তানি আয় বেড়েছে ২ দশমিক ৮৬ শতাংশ এবং আয় হয়েছে ৪ হাজার ৩৮৫ কোটি ৬০ লাখ ডলার, যা আগের বছর একই সময়ে ছিল ৪ হাজার ২৬৩ কোটি ৩০ লাখ ডলার।

অপ্রচলিত বাজারের মধ্য থেকে সবচেয়ে বেশি আয় হয়েছে জাপান থেকে। চলতি অর্থবছরের প্রথম ১১ মাসে জাপান থেকে তৈরি পোশাক রপ্তানি করে আয় হয়েছে ১৪৮ কোটি ৪৬ লাখ ডলার, যা আগের বছরের চেয়ে ১ দশমিক ৮৩ শতাংশ বেশি। আগের বছর রপ্তানি হয়েছিল ১৪৫ কোটি ৭৯ লাখ ডলার।

দ্বিতীয় সর্বোচ্চ আয় হয়েছে অস্ট্রেলিয়া থেকে। সেখান থেকে তৈরি পোশাক শিল্পের রপ্তানি আয় ১১ দশমিক ৭৬ শতাংশ বেড়ে দাঁড়িয়েছে ১১৮ কোটি ৫৪ লাখ ডলার, যা আগের বছরে ছিল ১০৬ কোটি ডলার।

রাশিয়া-ইউক্রেন যুদ্ধ চলমান থাকলেও রাশিয়া থেকে তৈরি পোশাক রপ্তানি আয় বেড়েছে ১৫ দশমিক ৫০ শতাংশ। আয় হয়েছে ৪৬ কোটি ২৩ লাখ ডলার, যা আগের বছরে ছিল ৪০ কোটি ডলার।

বাংলাদেশের প্রতিবেশী এবং দ্বিতীয় সর্বোচ্চ বাণিজ্যিক অংশীদার ভারতে পোশাক পণ্যের রপ্তানি কমেছে ২৩ দশমিক ১১ শতাংশ এবং আয় হয়েছে ৭৩ কোটি ডলার, যা আগের বছরে ছিল ৯৫ কোটি ডলার।

বাংলাদেশের বাণিজ্যিক অংশীদার চীনে রপ্তানি বেড়েছে ২৩ দশমিক ২৩ শতাংশ। আয় হয়েছে ৩১ কোটি ৫৭ লাখ ডলার, যা আগের বছরে ছিল ২৫ কোটি ২ লাখ ডলার।

মধ্যপ্রাচ্যের দেশ সৌদি আরবে রপ্তানি বেড়েছে ৫৮ দশমিক ২৮ শতাংশ। এ সময়ে আয় হয়েছে ২৭ কোটি ৩ লাখ ডলার, যা গত বছর ছিল ১৭ কোটি ২ লাখ ডলার। কোরিয়ায় তৈরি পোশাকের রপ্তানি বেড়েছে ১৪ দশমিক ৩৪ শতাংশ। ১১ মাসে আয় হয়েছে ৫৭ কোটি ২৮ লাখ ডলার। গত বছর পোশাক রপ্তানি থেকে আয় হয়েছিল ৫০ কোটি ডলার।

বাংলাদেশের মোট তৈরি পোশাক রপ্তানি আয়ের ৪৯ দশমিক ৩৭ শতাংশ আসে ইউরোপীয় ইউনিয়নভুক্ত দেশগুলো থেকে। অপ্রচলিত বাজারে রপ্তানি আয় ইতিবাচক থাকলেও ইউরোপীয় ইউনিয়নভুক্ত দেশে রপ্তানি কমেছে ২ শতাংশ। জুলাই-মে সময়ে আয় হয়েছে ২ হাজার ১৬৪ কোটি ৮১ লাখ ডলার।

যুক্তরাষ্ট্রে পোশাক রপ্তানি কমেছে ৩ দশমিক ৪৩ শতাংশ। প্রথম ১১ মাসে আয় হয়েছে ৭৪৬ কোটি ৮৪ লাখ ডলার। গত বছর একই সময় আয় হয়েছিল ৭৭৩ কোটি ৩৮ লাখ ডলার। যদিও যুক্তরাজ্যে তৈরি পোশাক পণ্যের রপ্তানি বেড়েছে ১২ দশমিক ৩৪ শতাংশ। আয় হয়েছে ৫১৬ কোটি ডলার, যা গত বছর ছিল ৪৫৯ কোটি ডলার।

News Sources : দৈনিক ইত্তেফাক

৯ মাসে পোশাক রপ্তানির ১২ বিলিয়ন ডলার আটকা

যথাসময়ে রপ্তানি আয় প্রত্যাবাসন না হওয়ায় বাংলাদেশের তৈরি পোশাক রপ্তানিকারকদের বিপুল অঙ্কের বৈদেশিক মুদ্রা আটকে আছে। গত বছরের জুলাই থেকে চলতি বছরের মার্চ পর্যন্ত পোশাক খাতের প্রায় সাড়ে বিলিয়ন মার্কিন ডলার দেশে আসেনি। যে মুহূর্তে দেশে ডলারের তীব্র সংকট চলছে, সে সময় এত বড় অঙ্কের রপ্তানি আয় প্রত্যাবাসন না হওয়ায় নীতিনির্ধারকরা উদ্বিগ্ন। 

পোশাক খাতের রপ্তানিকারকরা বলছেন, অন্য সময়ে রপ্তানি আয়ের কিছু অংশ আসতে দেরি হলেও এবারকার বিষয়টি একেবারেই ব্যতিক্রম।

প্রাপ্ত তথ্যে দেখা গেছে, ২০২৩-২৪ অর্থবছরের প্রথম ৯ মাসে (জুলাই-মার্চ) বাংলাদেশের রপ্তানিকারকরা প্রায় ৪১ বিলিয়ন মার্কিন ডলারের পোশাক রপ্তানি করেছিল। এর মধ্যে ব্যাংকিং চ্যানেলে মোট সাড়ে ২৮ বিলিয়ন মার্কিন ডলার ব্যাংকিং চ্যানেলে দেশে এসেছে। বাকি সাড়ে বিলিয়ন মার্কিন ডলার দেশে পৌঁছেনি।

রপ্তানিকারকদের সঙ্গে কথা বলে জানা গেছে, এমনিতে রপ্তানির কিছু অংশ দেশে আসে না। কারণ রপ্তানির পর অনেক সময় ক্রেতারা বিভিন্ন অজুহাতে পণ্যমূল্যের ওপর ডিসকাউন্ট দাবি করে। সাধারণত বাংলাদেশ ব্যাংক ৫ শতাংশ ডিসকাউন্ট মেনে নেয়। এর বেশি ডিসকাউন্ট পেতে গেলে বাংলাদেশ ব্যাংক গঠিত কমিটির অনুমোদন নিতে হয়। ঐ কমিটিতে বাংলাদেশ ব্যাংকের প্রতিনিধি ছাড়াও তৈরি পোশাক শিল্পমালিকদের সংগঠন বিজিএমইএ এবং বিকেএমইএর প্রতিনিধি থাকে। রপ্তানিকারকের যুক্তিতে বাংলাদেশ ব্যাংক সন্তুষ্ট হলেই কেবল ডিসকাউন্ট অনুমোদিত হয়। রপ্তানিকারকরা বলছেন, রপ্তানির যে অর্থ আসেনি, সেটার মধ্যে ডিসকাউন্টের অর্থও আছে। তবে সেটি একেবারেই সামান্য।

গত কয়েক দিনের অনুসন্ধানে জানা গেছে, রপ্তানি আয় প্রত্যাবাসিত না হওয়ার কারণ বহুবিধ। এর মধ্যে অন্যতম হচ্ছে—ক্রেতাদের দেওয়া এলসি কিংবা চুক্তির শর্ত। একসময় ক্রেতারা রপ্তানি আয় প্রত্যাবাসনের জন্য ৬০ থেকে ৯০ দিন সময় নিতো। এ সময়ের মধ্যে রপ্তানিকারকরা তাদের অর্থ পেয়ে যেতেন। কিন্তু পরিবর্তিত পরিস্থিতিতে অনেক রপ্তানিকারক সময় অনেক বাড়িয়েছেন। কোনো কোনো ক্রেতা এ সময় ১৮০ দিন পর্যন্ত নিয়ে গেছেন। রপ্তানিকারকরা বলছেন, বিদেশি ব্যাংকের একসেপটেন্স আসার পর তারা ঐ এলসির বিপরীতে ঋণ নিয়ে থাকেন। সে ঋণের সুদের হারও নিয়মিত ঋণের মতো। সুতরাং কোনো কারখানা মালিক ইচ্ছে করে এ ঋণ নিতে চান না। তবে মালিকদের মধ্যে এক জন বড় রপ্তানিকারক নাম প্রকাশ না করার শর্তে ইত্তেফাককে বলেছেন, কারখানা মালিকদের মধ্যে অসুস্থ প্রতিযোগিতার কারণে এ সংক্রান্ত সমস্যার সৃষ্টি হয়েছে। বিশেষ করে বড় বড় কারখানা মালিকরা ক্রেতার সংখ্যা না বাড়িয়ে কারখানার সক্ষমতা বাড়িয়েছেন। তারা অনেক কম দামে এবং সহজ শর্তে অন্যান্য কারখানার অর্ডার নিয়ে নিচ্ছেন। এসব ক্ষেত্রে ক্রেতারা এলসি নিষ্পত্তির সময় অনেক বাড়িয়ে নিচ্ছেন। এটি মোট রপ্তানি আয়ের ওপর প্রভাব ফেলছে।

সংশ্লিষ্টরা জানান, আগে ক্রেতারা কারখানা মালিকদের এলসি দিলেও এখন চুক্তিপত্র ইস্যু করে। এ চুক্তিপত্র মোতাবেক কারখানা মালিকরা কাঁচামাল আমদানিতে ব্যাক টু ব্যাক এলসি খোলে। পোশাক রপ্তানির পর ক্রেতা পক্ষের ব্যাংক একটি একসেপটেন্স ইস্যু করে। ওখানে বলা থাকে রপ্তানির অর্থ কবে বাংলাদেশের ব্যাংকে আসবে। অবশ্য একসেপটেন্স পাওয়ার পর রপ্তানিকারকরা তার বিপরীতে ব্যাংক থেকে ঋণ নিয়ে থাকেন। সে ঋণের সুদ সাধারণ অন্য ঋণের সুদের মতো। ক্রেতা পক্ষের ব্যাংক অর্থ পাঠালে কারখানা মালিকের ঋণের সঙ্গে সমন্বয় করে বাকিটা রপ্তানিকারককে দেওয়া হয়। 

সংশ্লিষ্ট একাধিক সূত্রের মতে, রপ্তানি আয় দেরিতে আসা বা না আসার কারণে অনেক ব্যাংক অসুবিধায় পড়ে। আবার একই কারণে অনেক কারখানা মালিক নতুন এলসি খুলতে পারেন না।

এদিকে বিপুল অঙ্কের রপ্তানি আয় দেশে প্রত্যাবাসন না হওয়ার কারণে দেশের অর্থনীতি চাপের মধ্যে পড়েছে। বাংলাদেশ ব্যাংকের তথ্য অনুযায়ী, ২০২৩-২৪ অর্থবছরের জুলাই থেকে মার্চ পর্যন্ত প্রায় ৪১ বিলিয়ন মার্কিন ডলারের পোশাক রপ্তানি করেছে উদ্যোক্তারা। অবশ্য এ হিসাব রপ্তানি উন্নয়ন ব্যুরোর। একই সময়ে রপ্তানি আয় প্রত্যাবাসিত হয়েছে ২৮.৬ বিলিয়ন মার্কিন ডলার। 

হিসাবে দেখা যায়, এ সময়ে দেশে আসেনি ১২.২ বিলিয়ন মার্কিন ডলার। কেন্দ্রীয় ব্যাংকের ঐ সূত্র জানিয়েছে, বিপুল পরিমাণ রপ্তানি আয় দেশে কেন আসেনি, তা খতিয়ে দেখা হচ্ছে। এক্ষেত্রে কোনো অনিয়ম আছে কি না তা-ও দেখা হচ্ছে।

India to be the second-highest cotton consumer in the decade

With an expected demand of 307 lakh bales, it is expected to be the second largest in the previous ten years

According to the Ministry of Textiles, the current cotton marketing season (October 2023 to September 2024) features one of the highest rates of cotton consumption in the last ten years.

India to be the second-highest cotton consumer in the decade
Figure: the current cotton marketing season (October 2023 to September 2024) features one of the highest rates of cotton consumption in the last ten years.

Indian textile factories are running at 75–80 percent capacity despite increased production costs, and exports of cotton yarn are significantly up. It is anticipated that 325.22 lakh bales of cotton will be produced, with 12 lakh bales to be imported and 28 lakh bales to be exported.

However, Indian cotton prices remain higher than international rates, posing challenges for mill owners.

Meanwhile, the Textile Commissioner, Roop Rashi, estimates a demand of 307 lakh bales, including 103 lakh bales from MSME textile units.

According to the COCPC, MSME cotton consumption is expected to increase from 99.83 lakh bales in 2022–2023 to 103 lakh bales in 2023–2024, indicating favorable growth for the industry.

In terms of cotton production, this season’s cotton production is projected at 325.22 lakh bales down from 336.60 lakh bales in the previous season.

The industry expects imports of 12 lakh bales and exports of 28 lakh bales. The closing stock at the end of the season is anticipated to be 47.38 lakh bales.

Though the capacity of textile mills is between 75 and 80 percent, but the necessity for cotton will increase in proportion to an increase in capacity utilization.

However, due to high manufacturing costs, mill owners are finding it difficult to achieve improved profit margins even with an increase in production and exports.

As the season goes on, it will be essential to implement strategies to maximize expenses and boost margins.

TTIH Innovation Cell Meeting: Integrating QCO in Garment Manufacturing with Industry 4.0

Figure: 1. (Moderator) Anisul Hoque Ansari, Head of EHS, Avery Dennison; 2. Dr. Engr. Azim Mohammad, Lead Consultant, Panacea Private Consulting; 3. Habibur Rahman, Smart Factory 4.0 Consultant, Country Head, Quantity Improvement Solutions; 4. Engr. Tarun Kumar Mistry, General Manager (Operations), Alim Knit (BD) Ltd., Cotton Field (BD) Ltd. & Mondol Knitwear Ltd.  {Mondol Group}; 5. Shafiur Rahman, Regional Operations Manager, G-Star RAW 6. Md. Matiur Rahman (Robin), Director, Essential Clothing Limited; 7. Bhaskar Ranjan Saha, Founder & Lead Mentor, Bhaskar Accounting Lab; 8. Mohammad Ali Hasan, AGM, BPA, Tropical Knitex 9. Parimal Sarker (Biplob), Sr. Manager (IE & Planning), Tropical Knitex; 10. Bidhan Chandra, Sr. Manager, IE, HAMS Group; 11. Md Kamal Uddin Tanvir, Manager, Industrial Engineering, Fortis Group

The Efficiency Cell of the Textile Today Innovation Hub recently held a meeting on May 17, 2024, moderated by Anisul Hoque Ansari, Head of EHS at Avery Dennison. Fellow members & Innovation Circle members of Textile Today Innovation Hub gathered to discuss the integration of Quick Change Over (QCO) in garment manufacturing with Industry 4.0 technologies.

Mr.Ansari opened the meeting by emphasizing the importance of transitioning to Industry 4.0 to remain competitive in global market. He noted, “When the textile and apparel industry began to grow, the topic of QCO emerged. It has become a hot topic due to current business patterns and customer demands. We aim to explore the connections between QCO and Industry 4.0, learning from both successes and challenges to enhance our industry.

“We want to explore connections between QCO and Industry 4.0 to enhance our industry.” 

– Anisul Hoque Ansari, Head of EHS at Avery Dennison

Importance of QCO and Required Technologies and Skills

Dr. Engr. Azim Mohammad, Lead Consultant at Panacea Private Consulting, highlighted the necessity of QCO in the context of decreasing order lot sizes. He shared insights from his experience: “Order lot sizes are becoming shorter, necessitating frequent changeovers in manufacturing. Shingho first tackled this at Toyota, developing SMED (Single Minute Exchange of Die) to minimize die change time. In 2017, I worked to implement SMED in garment manufacturing in Bangladesh and Myanmar, but initial results were disappointing.

We realized we were missing the local context by strictly following the Japanese method. To adapt, we combined SMED with the RACI (Responsible, Accountable, Consulted, and Informed) project management methodology, which improved our outcomes. We tracked and segregated changeover tasks into internal and external, converting as many internal tasks to external as possible. Quick Change Over involves three steps: previous style cleanup, setup, and startup. Achieving the desired production rate requires GEMBA walks to all related areas.

 “Integrating SMED with the RACI methodology proved effective in our local context.”

– Dr. Engr. Azim Mohammad, Lead Consultant at Panacea Private Consulting

Good Practices and Challenges

Mr. Ali Hasan from Tropical Knitex shared their approach: “We are collaborating with the Textile Today Innovation Hub in an ‘Innovation Project’ to reduce changeover time on our production floor. We identified and analyzed every operation in the garment production line, determined the critical path, and optimized the layout to minimize production time. We segregated all changeover tasks into external and internal, working to minimize internal tasks, which ultimately reduced changeover time. Additionally, we educated supervisors, mechanics, technicians, and workers to foster a QCO-friendly culture.

“We optimized our layout and fostered a QCO-friendly culture.”

– Ali Hasan, AGM, Tropical Knitex

Bidhan Chandra of HAMS Group focused on achieving zero-minute difference between the last output of the previous style and the first output of the new style while implementing a QCO project with Textile Today. “During changeovers, I aimed to achieve zero minutes between the last output of the previous style and the first output of the new style. We recently completed an Innovation Project with Textile Today and successfully achieved this target with the desired quality. In Industrial Engineering, this is called First Right Time (FRT), meaning all procedures on the shop floor are performed correctly the first time and every time, ensuring the desired quality of the product.” he said.

“We achieved our First Right Time target with desired quality in an Innovation Project with Textile Today Innovation Hub.” 

– Sr. Manager, IE, HAMS Group

Parimal Sarker (Biplob) mentioned their dedicated QCO team and collaboration with Textile Today: “For the first time, our factory has developed a dedicated Quick Change Over team. An innovation circle, including a project coordinator from Textile Today and our senior, mid, and executive-level members, worked on this. We accomplished this during an Innovation Project with Textile Today.

 “Our dedicated QCO team showed significant improvements that were formed in a TTIH Innovation Projects.” 
– Parimal Sarker (Biplob), Sr. Manager (IE & Planning), Tropical Knitex

Enhancing People Skills and Overcoming Challenges

Shafiur Rahman, Regional Operations Manager at G-Star RAW, introduced the concept of neurodiversity: “I want to bring up the term ‘neurodiversity,’ which means everyone is different. The apparel industry is human-oriented, so we must consider neurodiversity. Everyone works positively, but perspectives vary. We should align these perspectives with our common business goals, requiring good management skills. Over the past 20 years, there have been significant advancements in skill development. Now, we need to focus on neurodiversity challenges. By analyzing these challenges, we can use this diversity to increase efficiency. The Japanese term ‘IKIGAI’ encourages people to find purpose and meaning in life. Bringing happiness into our industry can make everyone more efficient.

“Considering neurodiversity and aligning diverse perspectives can enhance efficiency.” 

– Shafiur Rahman, Regional Operations Manager at G-Star RAW

Engr. Tarun Kumar Mistry of Mondol Group discussed their “Line Design & Simulation” technique: “We have implemented various tools and techniques in our factory. In 2017, at Alim Knit, we launched a Quick Change Over training program involving all levels, from top executives to supervisors, merchants, cutting, and inventory staff. Initially, the main issue was mindset; multiple training sessions did not change this. However, after three months, we began to see remarkable results from QCO implementation.

We applied techniques like ‘Line Design & Simulation,’ similar to how an architect models a building. This allowed us to identify critical operations before production. We also created a line design bank and a kaizen bank. Introducing an ‘innovation cell’ in every factory, as Textile Today has done in many, can foster a culture of innovation. I assure industry business owners that the ROI will exceed expectations if they cultivate this culture.

“Simulation techniques and a culture of innovation yield high returns.”

– Engr. Tarun Kumar Mistry, General Manager (Operations), Mondol Group

Importance of Standardization and Digitalization

Habibur Rahman, Smart Factory 4.0 Consultant, shared his experience with AI tools: “I recently introduced the AI tool ‘Microsoft 365 Copilot’ in a factory. Many are familiar with this tool, but I explored its application in garment production. We shared a spreadsheet with the upcoming month’s full plan and TNA (Time & Action Plan) for every department. This AI tool alerts them in advance, which we call the readiness plan.

We implemented 26 days of non-disruptive production by offering advance incentives, which motivated them to achieve production targets. Even during Quick Change Over or Sudden Change Over, the production rate remained consistent. I adopted a friendly rather than bossy approach to encourage comfortable communication. We also started using AI-driven cameras to segregate different fabric shades, making fabric tests easier.Using more digital tools in each segment can bring us closer to Industry 4.0 and significantly benefit our industry.

“AI tools like ‘Microsoft 365 Copilot’ and AI-driven cameras streamline processes.” 

– Habibur Rahman, Smart Factory 4.0 Consultant, Country Head, Quantity Improvement Solutions

Bhaskar Ranjan Saha, Founder of Bhaskar Accounting Lab, emphasized the transformation of human capital: “In the workplace, I’ve noticed we lag behind in transforming human capital. People are the main factor in any transformation, and our core competency is human capital. The first step in this transformation is changing mindsets. People are the actual users of digital tools, but the main problem is the comfort zone. Mid-level employees are often reluctant to break out of it.

“Transforming the mindset of human capital is crucial for digital tool implementation.” 

 – Bhaskar Ranjan Saha, Founder & Lead Mentor, Bhaskar Accounting Lab

Mr. Ansari shared the culture of his factory: “In our factory, we have a ‘thanksgiving week’ every month. During this week, if an employee makes a simple mistake, supervisors can only reply with ‘thanks’. We typically observe this from the 1st to the 7th day of the month. We do this because workers often face financial pressure as they receive their salary on the 7th day. We want to uplift their spirits during this time.

Practical Implementations and Experiences

Md. Matiur Rahman (Robin), Director of Essential Clothing Limited, shared insights from his experience: “We’ve observed many good practices in our industry, and I believe consistency is crucial. During a visit to a Toyota factory in Japan in 2006, I became interested in their practice of machine cleaning, which is part of quick changeover. When I returned to Bangladesh, I tried to implement this in our factories. Initially, we saw an increase in oil spots from 10% to 25%. After investigating, we standardized the machine cleaning procedure. We found that using compressed air was causing dust to affect nearby fabrics. We established a fixed cleaning schedule and motivated workers verbally, emphasizing that clean machines are vital to their livelihoods, which proved successful.

“Consistency and visual management are key to efficiency.”

– Md. Matiur Rahman (Robin), Director of Essential Clothing Limited

Another important topic is visual management, which displays real-time production line data on a board. This allows line supervisors to easily identify what needs to be done and encourages them to share their opinions. Before digitalization, implementing visual management can be the first step to make every process more visible and efficient.

The meeting concluded with a focus on the importance of integrating QCO and Industry 4.0 to create a connected and optimized manufacturing environment, fostering continuous improvement and intelligent decision-making. And underscored the importance of integrating advanced technologies and human skills to achieve a seamless transition to Industry 4.0, ultimately aiming for a more efficient and competitive garment manufacturing industry.

ITMF & IAF joint convention to be held in Samarkand

From September 8-10, the International Textile Manufacturers Federation (ITMF) and the International Apparel Federation (IAF) are jointly holding their annual convention for the first time in their histories at Silk Road city of Samarkand, Uzbekistan.

IAF and ITMF organize it with their mutual Uzbek member, the Uzbek Textile & Apparel Industry Association.

Courtesy: Textile Insights.

The theme of the convention is “Innovation, Cooperation & Regulation – Drivers of the Textile & Apparel Industry”.

In the ITMF and IAF annual conferences, industry experts will share the cutting edge of developments that currently define the textile apparel industrial complex. The unique collaboration of the Textile Industry Federation ITMF and the Apparel Industry Federation IAF allows the organizers to give a full supply chain picture.

At a time when collaboration across the entire chain is indispensable to meet the many challenges, this is a great asset. Collaboration is also a central theme of a session featuring Inditex, Epic Group and International Finance Corporation (IFC, part of the World Bank Group).

The speakers will focus on decarbonization and show how a collaborative approach across the supply chain can achieve the real progress that our industry needs.

The apparel and textile industries are rapidly becoming more regulated, heightening the pressure to create real and significant environmental and social improvements. In a unique, global regulation session, representatives of the American Apparel & Footwear Association (AAFA), the China National Textile & Apparel Council (CNTAC), the European Textile & Apparel Industry Federation (EURATEX), and the Japan Textile Federation (JTF), will explain the shape that regulation will take in their countries and regions in the coming years.

These topics and several more about fibers, digitalization, AI, etc. will be discussed in the ancient city of Samarkand, Uzbekistan, a country with a rapidly growing textile and apparel industry, attracting interests from across the world. This convention will be a unique industrial gathering of leaders from across the entire textile and apparel supply chain, from all parts of the world.

International Apparel Federation IAF is the world’s leading federation for apparel manufacturers, (SME) brands, their associations, and the supporting industry.

IAF’s membership now includes apparel associations and companies from more than 40 countries, a membership that directly and indirectly represents over a hundred thousand companies and over 20 million employees.

IAF brings its members together to jointly create stronger, smarter, and more sustainable supply chains.

বৈচিত্র্যময় পাটপণ্য রপ্তানিতেও মিলবে নগদ সহায়তা

এখন থেকে কাঁচা পাটের পাশাপাশি কাঁচা পাট থেকে তৈরি হওয়া বৈচিত্র্যময় পণ্য বা বহুমুখী পাটজাত পণ্যও কৃষি উপকরণ হিসেবে বিবেচিত হবে। সে হিসেবে এসব বৈচিত্র্যময় পাটজাত পণ্য রপ্তানির উদ্যোগও নগদসহায়তা বা ভর্তুকির আওতায় আসবে।

বাংলাদেশ ব্যাংকের বৈদেশিক মুদ্রা ও নীতি বিভাগ থেকে জারি হওয়া এক প্রজ্ঞাপনে এ তথ্য জানানো হয়েছে। এতে বলা হয়, সরকারি সিদ্ধান্তক্রমে স্পষ্ট করা হচ্ছে, বৈচিত্র্যকৃত পাটপণ্য রপ্তানিতে ভর্তুকি প্রদানে পাট আইন, ২০১৭ অনুসারে বৈচিত্র্যকৃত বা বহুমুখী পাটজাত পণ্য উত্পাদনে পাটের পাশাপাশি পাটজাত পণ্যও উপকরণ হিসেবে বিবেচিত হবে। 

বাংলাদেশ ব্যাংকের এ নির্দেশনার ফলে দেশীয় শিল্পের যারা বাজার থেকে পাট কেনার পর প্রক্রিয়াজাত করে বৈচিত্র্যময় পণ্য তৈরি ও রপ্তানি করেন তারাও ভর্তুকি বা নগদ সহায়তার আওতায় আসবে।

Pakistan’s Textile Crisis: Machinery Sales and the Lessons for Other Economies

Once a pillar of economic prosperity and stability, Pakistan’s textile sector is currently experiencing a serious crisis that has given rise to an unexpected trend: the export of used textile machinery. These machines have ended up in Afghanistan, Indonesia, and several South American countries, which is a clear sign of the industry’s problems. This tendency, which is causing millers to sell off assets in an effort to reduce losses, is not merely an ongoing trend but rather a reaction to persistent problems facing the industry.

The rising cost of production in Pakistan is the main driver of the machinery migration. Lack of energy has caused a sharp rise in operating expenses and unpredictable manufacturing schedules. Gas and electricity, which are essential for producing textiles, have grown more costly and unreliable. Furthermore, the cost of importing raw materials has increased due to the Pakistani rupee’s declining value. Many mills are forced to sell their equipment, sometimes even for scrap, due to financial difficulties. The global economic environment is a crucial component contributing to this problem. Pakistani textiles now have less markets due to a fall in the demand for textiles abroad and global economic uncertainty. Consequently, there is an overproduction issue since the manufacturing capacity has exceeded the demand. The situation has been made worse by internal industry problems, such as unresolved owner disputes and unsound government policies.

Regarding the main destinations for the exported machinery, there is some disagreement in the sector. Market sources indicate that Afghanistan, which has started operations with 30,000–40,000 spindles based on these old machines, is receiving a significant percentage of these equipment. Afghanistan, according to several industry experts, is not the most popular destination. Iftikhar Mohiuddin, of Hussnain International, a company that trades textile machinery internationally, disputes the idea that a sizable portion is being shipped to Afghanistan. While he admits that machines are being transported there, he also notes that a sizable amount is also making its way to Indonesia, South and North America. The Saif Group, a significant textile company in Khyber Pakhtunkhwa, provides an intriguing example. Instead of being shipped to the neighboring country of Afghanistan, their obsolete machinery is being transferred to Faisalabad for use by local mills, despite the convenience of location. This suggests a complicated web of both domestic and international trade, motivated by a variety of economic factors.

A diversified strategy is needed to address the textile industry issue in Pakistan. To relieve the situation and bring stability to the industry, the government needs to act now. Subsidies on energy costs could be one quick fix to ease the financial strain on mills. It’s also essential to upgrade infrastructure to guarantee a steady supply of gas and electricity. Demand can also be increased by advantageous trade agreements that provide Pakistani textiles access to new markets. Modernizing the sector through investment is another essential tactic. Numerous old and ineffective machinery are being sold or discarded. Pakistan may strengthen its competitive advantage in the international market by investing in new, cutting-edge machinery and improving the workforce’s capabilities. Over time, these expenditures would save operating expenses while also boosting productivity.

Bangladesh and other nations that rely heavily on textiles should take note of the dire circumstances facing Pakistan’s textile sector. Even though Bangladesh’s textile sector is doing well right now, it nevertheless faces similar difficulties. Bangladesh needs to diversify its export markets, engage in technical breakthroughs, and guarantee a steady and reasonably priced energy supply if it hopes to escape a fate similar to that of Pakistan. In this sense, proactive government policies are crucial. Bangladesh, like Pakistan, must implement strong preventive measures, proactive policies, and industry partnerships to avoid repeat catastrophic events. A reliable and reasonably priced energy supply can be guaranteed by making investments in renewable energy sources, enhancing infrastructure, and putting energy-saving measures into place. Modern textile machines and cutting-edge technologies must be adopted by Bangladesh, and the government should provide incentives for both modernization and environmentally friendly practices. Economic downturns can be lessened by expanding export markets and improving trade ties with developing nations. Stabilizing and fostering sector growth requires government policies that offer financial incentives for sustainable practices, research and development, and capacity building. Developing strategic solutions requires cooperation amongst industry players, including governmental agencies, for-profit businesses, and trade associations. Using sustainable methods can lower expenses, enhance the industry’s standing internationally, and lower costs in the long run.

In conclusion, the continuous problems facing Pakistan’s textile sector highlight the necessity of taking prompt, decisive action. Even while it offers short-term respite, exporting used machinery is not a long-term answer. To revive the industry, comprehensive plans to lower production costs, update machinery, and sustain demand are required. Other textile-dependent economies may protect their industry and guarantee sustained growth and stability by taking a cue from Pakistan’s experience.

RMG BANGLADESH NEWS