PREFACE

Industrial tour is one of the most important parts of B.B.A program. Now the world is competitive. We have needed to learn vast knowledge about the critical environment of business. This type of report helps the student to acquire practical knowledge about the modern business organization. It will also help the student to perform efficiently in job market. Different organizations take different kind of policies to operate their business. The industrial tour is program that is essential for gathering practical knowledge of B.B.A. students. As student of the business faculty, we got the adventurous touch of the program under our Department of Management Studies. The program intends to provide practical training in handling of managing jobs as well as to integrate the knowledge of management theories, formulas, frameworks and models with current management practices in business community. It is conducted as a part of the industrial tour program arranged by department of Management Studies, University of Chittagong. This report is prepared on the basis of the practical study in Bangladesh Steel ReRolling Mills Ltd. and submitted in partial fulfillment of B.B.A. program.

Date: 13-06-2010

MD. Islam Meah B.B.A 4TH Year Class Roll: 4606 Exam Roll: 2005/70 Department of Management Studies University of Chittagong

ACKNOWLEDGEMENT
At first, I would like to express my gratitude to almighty Allah for giving me the strength to perform my responsibilities and complete the tour report. This report is the prepared statement of facts relating to Bangladesh Steel Re-rolling Mills LTD (BSRM), which we could not do without the help of some sincere cooperative persons. It is our duty to record our appreciation and gratitude to those few persons who have helped us in several ways. Our profoundest gratitude is to adorable Mr. Mohammad Shahab Uddin, Assistant Professor, Department of Management Studies, University of Chittagong, who has devoted his important time and energy in providing the necessary information and guidance to secure the purpose of the fruitful Industrial Tour Report. We also convey my deepest obeisance to chairman and other teachers of our department for their cordial co-operation and helpful suggestions. We are greatly be holden to Mr. Jahid Hossain, the Manager Logistics of the BSRM, who played an important role in making this tour successful keeping a constant relation with the management and our group. Without his cooperation it would not be possible for us to make the trip to the steel factory. We also want to thank Mr. Noman Bin Zahiruddin Deputy Manager HR &Admin & Mr. Reaz Uddin Ahamed Asst.Manager-Technology and Development of Bangladesh Steel Re-rolling Mills Ltd. for their kind co-operation and active guidance. However, to my level best I tried very hard and worked sincerely to prepare this report an informative one. At last, my sincere apology goes to the readers for my conceptual & printing mistake, if there is any.

Date: 13-06-2010

MD. Islam Meah B.B.A 4TH Year Class Roll: 4606 Exam Roll: 2005/70 Department of Management Studies University of Chittagong

OBJECTIVE OF THE STUDY

The main purpose of the industrial tour is to acquire knowledge about the internal and external environment of an industry and find out the consistency and inconsistency between theoretical practical knowledge that we acquired from an industry that is live. We also try to adjust with the gap to be competent at the modern job market. The areas on which we will give emphasis are: Working environment has and should be. To find out the strategies practiced by Bangladesh Steel Re-Rolling Mills Ltd To know the production systems of Bangladesh Steel Re-Rolling Mills Ltd. To know the marketing approaches in Bangladesh Steel Re-Rolling Mills Ltd. Interaction between different departments with in the company. Employer-employee relation. To know the marketing approaches in Bangladesh Steel Re-Rolling Mills Ltd. Companys position in the market. To find out the effects of prevailing / existing production technologies and strategies. To know the production systems / procedures in Bangladesh Steel Re-Rolling Mills Ltd. To show the influence/ impact of internal environment on external environment and companys position. To find out the faults or problems of existing techniques and strategies of production and marketing. To find out the effects of existing marketing strategies. To know about capital management of Bangladesh Steel Re-Rolling Mills Ltd and to find out the problem in this regard. Lastly, find out the industry related problems and recommends their solution.

METHODOLOGY OF THE STUDY

This industrial tour is conclusive as well as descriptive in nature. Necessary statistical tools have been applied to carry out the assigned study. Making a formal questionnaire. Questionnaire has been designed through department wise. Discussion with high officials. Practical experience gained by studying. Finally, the collected data are classified, tabulated, interpreted, analyzed and presented in the form of research report there after. The information to be present on this report has been collected from primary and secondary sources. Following Methods are Usually Used for Collecting Data 1) Interview 2) Web site browsing (Logging on the internet at www.bsrm.com) 3) Questionnaire 4) Prospectus 5) Annual Audit Report 6) Magazine etc.

LIMITATION OF THE STUDY

I tried my best to collect the maximum information from Bangladesh Steel Re-Rolling Mills Ltd. But this report is not free from short faults. While I preparing this report I faced some problems. These are as follows: My industrial tour is for only one day that is not enough to make a study successfully. Lack of adequate time also caused some constraints to my study. The rate of success of my study may be limited, as we may have failed to collect proper information due to lack of our experience. Some data could not be collected for their confidentiality and official secrecy. Time is not sufficient for such type research. Internet cost is so high. So we cannot collect huge information. It is very difficult to discuss there technological practices in separately. My personal limitation also contributes greatly in making the study less perfect then desired. I, therefore, hope that the study will be evaluated subject to the recognition of the above-mentioned shortcomings.

Executive Summary
Industrial tour is a common part of 4th year BBA program, Department of Management Studies, University of Chittagong. Here students are classified among various groups consisting of 5-10 students in each. They are to visit an industry under the supervision of their faculty and to report on the same to him/her. This contains 50 marks which is equivalent of 1.5 credits hour. This tour has been designed to give an opportunity to the students of Business Faculty to fit their academic knowledge with the practical application. We, the students of the department of Management Studies got a unique opportunity to visit a steel industry name Bangladesh Steel Re-rolling mills. A Technology strategy is a particular generation of an organization's overall objective(s), principles and tactics relating to the technologies that the organization uses. Such strategies primarily focus on the technologies themselves and in some cases the people who directly manage those technologies. The strategy can be implied from the organization's behaviors towards technology decisions. Technology-related strategies primarily focus on: the efficiency of the company's spending on technology; how people, for example the organization's customers and employees, exploit technologies in ways that create value for the organization. A technology strategy has traditionally been expressed in a document that explains how technology should be utilized as part of an organization's overall corporate strategy and each business strategy. And from my visit in BSRM realize that why BSRM in leading position in Bangladesh its just mostly because of their use of latest and updated technology in their production process. BSRM use fully automated technology during their production and my report focus is on BSRM technology department and their use of technological process in different stages.

Literature Review on Technology Management in Manufacturing Companies of Bangladesh

Advanced manufacturing Technology (AMT) involves the innovative integration of new technology, production processes and management techniques with the workforce, organization, and culture of the enterprise to form a total system of enhanced production. Indeed, the advanced manufacturing movement, in tandem with the information technology revolution, is transcending the traditional parameters of mass production, giving rise to anew era in manufacturing in which manufacturers are increasing the speed and flexibility of production while improving product quality and customization. The benefits of AMT use are far rangingfrom increasing productivity, to improving flexibility, to producing higher quality products, to reducing production costs. Previously there are many scholars who express their point of view regarding technology management in many articles and journals. Now I am going to include some of them in my report literature review. I divide my literature review in following section for discussion convenience: Advance Manufacturing Technology Technology Adoption Adoption of b2b e-commerce by the SMEs in Bangladesh

Advance Manufacturing Technology:

Badiru (1990) reports guidelines for developing and implementing strategic plans for AMT. He also discusses the concept of strategic and operational planning. Babbar and Rai (1999) have reported that the problem lies not in the level of technology, but rather in its implementation. They also state that, instead of rushing to invest in AMT, a manufacturing company must reassess its direction, strengths and weaknesses, and then develop a strategy for successful implementation. Afzulparkar at al. (1993) have identified some of the issues and problems arising from implementing a cellular manufacturing project and discuss the following issues, namely scope of CM projects, simulation modeling, cell design, cell operational logistics, and labour issues in CM. Voss (1986) reports that implementation is a vital issue which must be considered prior to any major introduction of AMT, and that strategic considerations have a major influence on the success of post-installation implementation. Sambasivarao and Deshmukh (1994) have discussed various strategic issues, such as finance position, technology position, market position, product conception and resources, and developed a four-stage framework for implementing FMSs. Boer et al. (1990) state that the advantages of FMS may be achieved, although economic, technical and organizational problems and prerequisites may prevent or delay the full benefits. Park et al. (1990) stated that implementation of automation technologies entails a large initial investment under a long-term, uncertain environment. They also observed that the decisions to implement AMT must be determined by expectations concerning factors of demand such as the breadth of the variety of products, the quantity of demand, and also the quality of products.

Mohanty (1993) indicate that successful selection and implementation of AMT requires a thorough understanding of various issues. Researchers have identified and classified these attributes. For example, Tayyari and Kroll (1990) have divided AMT issues into two categories, namely direct cost benefits, and intangible (hidden) benefits. Mohanty (1993) has classified implementation issues into six categories: direct cost factors, preproduction cost factors, human issues, social issues, strategic issues, and technological issues. He argued that implementation issues are classified primarily on the basis of accountability for analyzing AMT benefits. Economic factors or tangible factors are quantifiable using cost-borne figures. These factors are again classified into three categories, namely pre-production cost factors, direct production cost factors and indirect production cost figures. Implementation issues have long-term implications for the organization as a whole and so it is necessary to consider the effects of AMT on the organization. Efstathiades, Tassou, and Antoniou (2002) have justified the implementation issues from technical, business, and manufacturing success. However, Zhao and Henry (1997) reveal that project team integrity, strategic planning and project championship, and technical knowledge are significant.Laosirihongthing, Paul, and Speece (2001) in their research found that organizational characteristics, principal ownership, size of company and labour union membership have significant impact on successful implementation of AMTs. Buruncuk and Zarife (2001) in their work of implementing information system found that environmental factor, organizations internal condition, project team structure, appropriate technology and methodology, and after project support are critical for IT implementation success. They also concluded that success do not come from sophisticated and high-end IT implementation; instead they are result of the skilled management and proper implementation of Information Technologies both tangible and intangible assets.

Technology Adoption: It can be discussed from the following section The Role of technology in Manufacturing Companies
Organizational factors affecting technology adoption

The Role of technology in Garment Manufacturing:

A firms quick response to compete in the global market depends on the extent of manufacturing technology adopted and its integration of this technology into business operations (Mechling, et. al, 1995). Constant innovation and adoption of new technology becomes an essential element for competitive advantage in the global market because firms can maintain quick and flexible responses to market demand using the technologies (Cooper, 1996; Mechlinget al., 1995; zelik & Taymaz, 2004). While developing countries have disadvantages in developing and exporting advanced technologies due to capital intensiveness, adoption of the technologies can increase their manufacturing industries performances (Kumar & Siddharthan,1994). A firm may adopt or borrow technology already in use within the industry (Gopalakrishnan & Damanpour, 1994). There are two groups of technologies in the manufacturing industries (Wiarda, 1987): 1) hardware technology and 2) software technology. Typically, the hardware technologies include: automated identification stations; automated inspection stations; automated material handling devices; computer aided design work stations; computerized numerical control machine tools; numerical control machine tools; programmable production controllers; robots; and shop-floor

control systems (Wiarda, 1987). Example of software technologies include: computeraided manufacturing; computer-aided engineering; statistical process control; production planning/inventory management software; engineering data management; computer aided process planning; local area networks; and group technology (Wiarda, 1987). Traditionally, high technology and R&D activities have been less prioritized in the garment manufacturing industry. The industry runs on three basic operations: cutting, stitching, and pressing/finishing. While the typical production is a combined process of various specialized and/or general machines operated by manual/mechanical/electronic devices by skilled and unskilled labor of diversified organizational production activities (Bhavani & Tendulkar, 2001). However, in many instances, the production involves manual operations of machines and materials of automated assembly. Since the material need proper feed through the machines, automation is limited (Bailey, 1993). Therefore, the technology adoption in the industry has primarily been mass-production focused, and technology development and usages have been limited. In recent days, however, the change in the market trends and fast fashion styles reduced demands for mass production models. It has been reported that apparel executives believe that industry competitiveness depends upon the ability to quickly respond to demand with a variety of practices and better engineering practices (Bailey, 1993). Desired levels of production and quality can be achieved by adoption of newer technologies and techniques. Apparel makers strive to cope with ever-changing fashion styles by reducing the time it takes to design, produce, and deliver the goods (Bailey, 1993). The intensified global competition has pushed the firms to meet demands and standards quickly and effectively. Flexibility, quality, inventory reduction, efficient production cycle, and shorter lead time in manufacturing became essential for firms to achieve global competitiveness (Mechling et al., 1995). The adoption of advanced technology is a way to improve these areas and meet the export standards.

Organizational factors affecting technology adoption:

Imitation/adoption of the technologies and knowledge widely varies across the countries, industries, and firms (Gopalakrishnan & Damanpour, 1994). At the firm level, it has been suggested that firms differ in technology adoption activities depending on firms internal capabilities (Gopalakrishnan & Damanpour, 1994). Various organizational factors that may influence the level of technology adoption of a firm and corresponding hypotheses are discussed in the following sections. Firm Size. In the literature, the size of a firm has been a conventional factor that determines the innovation and performance level of the firm: firm size positively influences the degree of innovation and technology adoption of a firm. Although small firms have certain advantages over larger firms in terms of flexibility, informality, adoptability, and operational speed (Fiegenbaun & Karnani, 1991), the size positively affects the technology activities of the firm (Mansfield et al., 1977). Larger firms are more likely to adopt new technology than smaller firms and outrun small companies in technology intensity (Rogers, 1995). Moreover, being highly adoptive of new technologies, large firms are more eagerly engaged in learning and utilizing new technologies than small firms (Fichman & Kemerer, 1997). R&D process is a rare activity in small firms, and thus technology adoption for them remains incremental or often imitative. This has been explained by the fact that large firms have sufficient resources for investing in technologies and are financially stable (Wagner & Hansen, 2005). Therefore, large firms have an advantage over small companies because their financials might allow them to be more capable adopters. 9

Hypothesis1: The size of a firm positively influences the technology adoption of the firm

Export Orientation. A desire to leave the highly competitive domestic market, strive to equal or surpass similar companies, improve business opportunities, and achieve economies of scale are the motivational sources for a firm to expand its operations to foreign markets (Moini,1992). Commitment, international attitude, perception and knowledge of international matters, risks involved, and the opportunities present in foreign markets have been found to be the significant factors that influence a firms entry into the international market (Aaby & Slater, 1989; Axinn, 1988; Cooper & Kleinschmidt, 1988; Czinkota & Johnston, 1983; Madsen, 1989; Nassimbeni, 2001). Studies have also found that technology activities are an important factor in explaining the export performance of firms in developing countries (Kumar & Siddharthan, 1994). To better assist firms in their internationalization efforts, various technology development and promotion programs have been initiated as a major stimulus for economic growth (Yeoh & Jeong, 1995). Export orientation can be conceptualized as the extent to which a firm is motivated to export and various export activities are undertaken. Firms differ in their objectives (i.e., flexibility, competition, cost savings, etc.) depending on whether they are engaged in the global and/or domestic markets, and thus differ in adoption of advanced technologies to compete effectively in their respective markets (Mechling et al., 1995). Thus, a firms export orientation may influence adoption of technologies. It seems that technology adoption has become an essential of export orientation for a firm. Accordingly, that export orientation is hypothesized to positively affect the level of technology adoption in a firm. Hypothesis 2: The degree of a firms orientation to export positively influences technology adoption of the firm Top Managements Commitment. Top management has overall responsibility for a firm beyond production management. The role of a firms top management also includes management of external relations and continuous development and improvement of the firm (Carpenter et al., 2004). Useem (1993) found that top managements vision for the use of these technologies determine the level of support for the innovation adoption. Thus, top management commitments to technology are likely to shape the firms technology adoption activities/policies and influence its level of technology adoption. Topmanagement commitment to technology is defined as the degree to which the values and perceptions of the management are in favor of and open to technology adoption (Useem, 1993, p.422). Hypothesis 3: Top managements commitment to technology positively influences the technology adoption of the firm

10

Technical Skills. Scholars have stressed the importance of human resources for generating diversity and innovation (Co et al., 1998; Holt, 1993). Likewise, the advancement and adoption of technology increase the need for human support. Appropriate and effective employee skills and practices are increasingly important in todays technology-based manufacturing. Many forms of technological implementation, especially adoptions of new manufacturing technologies, need to be accompanied by changes in skill requirements (Doms et al., 1997). A lack of skills inhibits installation of newer equipments due to poor understanding of the technical nature, potential of the equipment, and usage (Steedman & Wagner, 1989). It has been found that skilled labor has been one of the most important strategies that contribute to the growth of small and medium-sized firms, and it is likely to be a facilitator of technology adoption (Baldwin et al., 1994) Hypothesis 4: Availability of technical skills positively influences the firms technology Adoption Competitive Advantage. Competition and environmental change may force companies to seek new technologies. In a highly competitive industry, there is a constant need for firms to evaluate advances in technology and adopt them to gain competitive advantage. Competition is one of the environmental variables that affect a firms strategy, and competitive advantage has been found to be the most significant motivator that determines the level of technology adoption and implementation in a firm (Premkumar, 2003). According to the previous studies (Grover, 1993; Premkumar & Rammurthy, 1995), if the firms perceive that gaining competitive advantage from using the technologies is feasible, they are more likely to adopt new technologies. Thus, garment manufacturing firms are likely to adopt advanced technologies to gain or maintain competitive advantage. Hypothesis 5: The need for technology as a source of a firms competitive advantage Adoption of b2b e-commerce by the SMEs in Bangladesh: It is popularly stated that the multinationals in today were SMEs in yester years (Kendall et, al, 2001). In Bangladesh about 90% of the manufacturing and service industries are fallen under SMEs category. SMEs account for about 45% of manufacturing value addition in Bangladesh. However, the ongoing opportunities created through the operation and usage of different connected technologies, such as computer, internet and other information and communication technology, are the driving forces of the adoption and usage of the business and transactions through internet i.e. the operation of electronic commerce. Like the developed world, among different models of e-commerce, the business to business (b2b) operation has high potentials in developing countries particularly in the Small and Medium Sized Enterprises (SMEs) sector. In reality it has not been expanded automatically rather slow trend of IT utilization and adoption is evident in the sector in both developing and developed part of the globe (Quaddus and Hofmeyer, 2007, Azam & Lubna, 2008a). On the abovementioned context it is evident that small businesses are slow to apply technology to improve their competitiveness as they are affected by their sheer small size and limited resources (Quaddus and Hofmeyer, 2007) ]

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FINDINGS
COMPANY PROFILE
Bangladesh Steel Re-Rolling Mills Ltd (BSRM) a unit of well known H. AKBERALI Group of Industries, having 50 years experience exclusively in steel making, is fully automatic steel re-rolling mill in the country. The mill was imported from U.K. and commissioned at the sea port of Chittagong. The founder of the group was late Mr. Akberali A. Africawala and is now managed by his sons & nephews. In today's highly technological world, there cannot be any compromise on quality. At BSRM, this realization has led to ensuring that every product measures up to the highest International Standards. This is the main reason why most of the quality conscious buyers and in particular most foreign construction firms working in Bangladesh buy steel from BSRM. Strict adherence to buyers' specifications in terms of steel grade, profile and close tolerances on unit mass have enabled BSRM to supply steel to a number of national projects. BSRM makes different & distinctive from others is that the mill can only use M.S. Billets of regular shape and proper size which means it is a hundred percent billet based mill. No scrap or ingot can be rolled and hence there is no possibility of using any sub-standard raw material which in itself is a guarantee of the mill's product quality. The BSRM Group of Companies traces its origins and inception to a set of 4 small manual rolling mills in Nasirabad, Chittagong. The mill produced reinforcing bars and structural sections. The mill gradually expanded, adopting new technology by setting up a cross country European mill in 1987 which included a wire-rod mill. In 1996 the group added a captive billet making plant to ensure a steady supply of quality bille installed in 2006. Finally in 2008 a state-of-the-art DANIELI built rolling mill, incorporating technological features such as:

Horizontal / Vertical housingless stands. Multiple slit rolling for sizes 14 mm to 8 mm. Stepless DC drives for accurate speed control, for tension free rolling. A large Quench and Temper facility for up to 75 tons/hr. production of 500 Mpa strength bars.

The new rolling facility is one of the largest in the region, producing world quality bars conforming to all major international standards.

A visit to the mill is sure to impress any visitor by the huge range of activities going on there and the enormous facilities the mill possesses.

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Bangladesh Steel Re-Rolling Mills Ltd has a higher long-term strength than an Ordinary rod. The long-term strength will continue to increase as time progresses.

COMPANY OVERVIEW

13

Serial No 01 02

Points Of Overview
Name of the Company Location

Descriptions
Bangladesh Steel Re-Rolling Mills Ltd Ali Mansion , Sadarghat Road, P.O. Box No. 337, Chittagong-4000, Bangladesh. Phones : 88-031-613282, 637758, 613759,616402 Fax : 88-031-610101 The type of operation of the company is production oriented

03

Operation

04 05 06 07 08 09 10 11
12

Year of the establishment Beginning of Production Type of the organization Ownership of the organization Source of Raw materials Numbers of the directors: Management Pattern: Authorized Capital of The Company Paid up Capital of The Company:

1960 1961
Manufacturing 100% private From local company and U K Five (5) Directors Managing Directorial Pattern Fifteen (15) Core taka 9, 58, 50,000 taka

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15

16

Corporate Governance in BSRM

As we know corporate governance means the blend of law, regulations, enforcement, and voluntary practices by companies that permits a company to attract capital, perform efficiently and generate long-term economic value for shareholders while responding its shareholders and society as a whole. Apart from this, there are some other criteria which play important roles in ensuring effective corporate governance in a financial and manufacturing concern. Through personal interview with the higher officials of BSRM, the following features have been found; 1) It holds AGM regularly 2) It is not a publicly traded company and hence not enlisted with the stock exchange. 3) Number of the member of the Board of Director is 4. 4) The general managers of different portfolios are belonging to the same family and hence there is a family grip at the top level management. 5) The Chief Financial Officer (CFO) who is in charge of monitoring the day to day functions of the company is directly appointed by the BOD and he has professional competency. 6) The CFO briefs the detail of the functions to the BOD regularly. 7) The external auditor and the management have a very formal relationship. The auditor enjoys the full freedom in doing his job and not involved in unethical practices. 8) The financial statements of the BSRM reflect the true and fair view of the state of the affairs of the concern. 9) Since the owners are Bangladeshi, there is no chance or necessity to transfer the profit to the foreign countries. 10) Although BSRM is not bound to follow the rules and regulations set by the Securities and Exchange Commission (SEC), Company Acts, Labour Acts, etc, it always consider the important clauses carefully in taking any decision and/or making any project. 11) The attorneys, who deal with the cases of BSRM, are professionally sound and competent enough to make the cases in favor of them. 12) Different attorneys are employed for different cases according to the nature of the cases. 13) The frequency of the settlement of the cases is highly satisfactory. Considering the above stated features of the BSRM, I would like to conclude by saying that yes, there is a favorable environment for ensuring the Corporate Governance . But this has not been made possible fully because of some limitations.

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Products of the Company and Technology Used in Pictorial Operations in Brief Production

Raw materials

Production process

Finished products

Suppliers of Raw materials

Raw materials (Billets) are imported from India, Turkey, China, Indonesia and Local area on the basis of the size, quality, and the cost with the help of MEW the sister concern of BSRM.

Suppliers of Machineries

Raw materials are processed through computerized machines that are imported from England, USA and Italy. Here billets are melted at 1260-1400 degree centigrade 2)DEFORMED to make them red and again these are channeled through Heating zone, Stove zone BARS and Air cooler to make them long and thin (Hot-rolled) up to 1.5 mm. The whole operations are Grade 40 & Grade 60 controlled by the Layout Control Panel. As soon as the rods are prepared from that 3)PLAIN ROUND process, these are taken to the cooling bed to BARS make them normal. After few minutes, the rods are sized (50 feet) according to the size 4)EQUAL ANGLES of the transport (Truck). Sometimes rods are sized as per specifications of the buyers. 5)CHANNELS 6)LOW CARBON WIRE RODS (5.5 mm/6.0 mm/6.35 mm)

1)TORSTEEL BARS (Cold - twisted high strength deformed bars)

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Details of Dimensions, Masses Etc.

Anglesa

MILD STEEL ANGLES SQUARE ROOT EQUAL FLANGES SPECIFICATION : BS 4 : Part 1 : 1962 DETAILS OF DIMENSIONS, WEIGHTS ETC Size Leg (Inch) (mm) Inch 3x3 (7.837) (6.350)
2 x 2 3/8 5.90 (9.525)* 5.00 (63.5 x 63.5) 5/16 4.00 (7.937)* (6.350) 8.78 7.44 5.95 374 114.0 441 551 Do 134.5 168.0 Do 60-70 18-21

Nominal mass Lengths per ton Thickness M. ton Lb / ft Kg /Feet Metre 310 10.56 6.00 4.80 7.14 367 8.93 459

Normally available Lengths Feet

Max. Lengths rolled Feet

(mm) m 3/8 (9.525) 7.10 5/16

Metre 94.520-22 112.0 6.7 140.0

Metre 6.0-50-60 15-18

76.2 x 76.2)

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3/8 (9.525)* 2x2 5/16 (7.937)* (50.8 x 50.8) (6.350) 3/16 (4.762) 1 x 1 5/16 (7.937)* (38.1 x 38.1) (6.350) 3/16 (4.762)

4.60 6.84 3.90 5.80 3.20 4.76 2.44 2.85 4.24 2.35 3.49 1.80

479 565 689 210.0 903 3.63 773 938 286.0 1224 2.68

146.0 172.5 Do 275.5

Do

70-80 21-24.5

235.5 Do 373.0 Do 80-90 24.5-27.5

ROLLING TOLERANCES ON NOMINAL MASS Up to and including 3/16 thickness Over 3/16 thickness

5.0% 2.5%

Note 1. These sizes are produced against specific order only. Note 2. Angles of other thickness & varying physical properties can be made to customer needs. Note 3. Some of the thicknesses given in the tables are obtained by raising the rolls. In such cases the flanges will be slightly longer and the back of the toes will be slightly rounded.

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Specification of Plain Round Bar

NEAREST EQUIVALENT STANDARDS
ASTM A 575, A 576, A 615; BS 4360, 4449; JIS G 3101, 3112; IS 226; ISO 1052; BDS 1313; 1990

MECHANICAL PROPERTIES
TENSILE PROPERTIES

Psi Yield Strength min. 40,000

Kg / cm2 2,815 276

N / mm2

Ultimate Strength min. 70,000 4,925 485 Elongation in G.L. 5d (d = Nominal 20% min. bar dia) BENDING&REBENDING PROPERTIES Rebend Test Bend Test Around a mandrel dia of 2d, through 45 Around a mandrel dia of 2d through 180 And reverse bend through 23 DETAILS OF DIMENSIONS, MASSES ETC. Bar nominal CrossUnit mass dia sectional area inch in2 Lb / ft 3/8 5/8 7/8 1 1 1/8 1 0.11 0.20 0.31 0.44 0.60 0.79 1.00 1.27 0.376 0.668 1.043 1.502 2.044 2.670 3.400 4.303 App. Lengths per M. Ton Kg / m 0.560 0.994 1.552 2.235 3.042 3.974 5.060 6.403 Feet 5,862 3,300 2,113 1,468 1,079 826 648 512 Metre 1,786 1,006 644 447 329 252 198 156

ROLLING TOLERANCE ON MASS (BS 4449 : 1988) Nominal dia (inch) Tolerance (%)

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3/8 & over

6.5 4.5

LOW CARBON WIRE RODS

Specification of Low Carbon

Chemical Composition (Percent)

Grade Carbon Sulphur Phosphorous Low Carbon Wire Drawing 0.09 max max 0.02 max (WR-8) Electrode Core Wire 0.10 max max 0.05 max Commercial Grade 0.25 max max 0.06 max

Silicon 0.03 max 0.10 max 0.30 max

Physical properties

Manganese 0.40 to 0.60 0.25 to 0.50 0.45 to 0.90 Electrode Core 22.86-24.0 Kg / 39.0-42.0 Kg / 25% App. coil lengths App. lengths per M. Ton 0.023 0.05 0.05

WR-8 Grade Wire Commercial Grade Yield Strength 20.0 Kg / mm2 min mm2 Ultimate Tensile Strength 40.0-44.0 Kg / mm2 mm2 Elongation on G.L. 5 dia 20% min. min. Details of Dimensions, Masses etc.

Nominal Area of Nominal Dia Cross- mass section

App. App. coil weight diameter per coil OD ID mm mm2 Kg / m Kg mm mm 5.5 23.77 0.186 135 1200 890 6.0 28.28 0.222 135 1200 890 6.35 31.67 0.249 135 1200 890 DIMENSIONAL TOLERANCES Tolerance on dia Tolerance on mass

Metre 725 608 542

Feet 2,378 1,995 1,778

Metre 5,376 4,505 4,016

Feet 17,638 14,778 13,172

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-0.27 mm

TORSTEEL +0.27 mm

8.0 %

The beginning of high yield strength deformed bar as reinforcing steel has revolutionized the world of reinforced concrete design. Rebbed - Torsteel bar or in short TORSTEEL - a high strength cold - twisted deformed bar, initially developed by TORISTEG STEEL CORPORATION of Luxembourg, Germany is now a widely accepted re-bar in most countries of the world. BSRM was the foremost in Bangladesh to produce and market Torsteel under licence from its inventors who possess the patent right in Bangladesh for its manufacturing process with various profile mixture. Torsteel is produced from mild steel billets with limited carbon content (0.30% max.) by controlled cold - twisting of hot-rolled deformed bar with its characteristic configuration. Each bar is cold-twisted separately. The cold twisting works the steel beyond its elastic limit and a bar with normally inherent defect breaks during twisting. Every piece of Torsteel bar thus undergoes this severe automatic test during its twisting process. Use of Torsteel bar results in 40% steel saving and 30% saving in steel cost compared to mild steel round bars of 36,000 psi (250 N/mm2) yield poin. Major Advantages of Torsteel compared to mild steel round bars Chemical Composition Details of Dimensions, Masses Etc. Major Advantages of Torsteel compared to mild steel Round Bars. 65% higher yield power 100% higher bond power Suitable weld capacity due to limited carbon content Lesser crack width of RCC members 20% extra factor of security due to abolition of definite yield point Net economy in reinforcing cost: 35% in tension, 30% in compression End hooks not required due to 100% higher bond capability Saves labor, transportation, management costs due to reduction in steel use Being a licensed product the quality is certain

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Specification of Torsteel Bar

Carbon 0.30% Max Chemical Composition Sulphur Phosphorous 0.06% Max 0.06% Max S+P 0.11% Max Rebend Test Around a mandrel of dia 5d* through 45 and reverse bend through 23

Physical Properties
Yields or 0.2% Proof Strength (Min) Ultimate Tensile Strength (Min) Elongation on G.L.5d* (Min) Bend Test

415 N/mm2 4,225 Kg /cm2 60,000 Psi d = Nominal dia of bar

485 N/mm2 14.50% 4,925 Kg /cm2 70,000 Psi

Around a mandrel of dia 3d* through 180

Details of Dimensions, Masses etc.

Nominal Dia (mm) 8 10 12 16 20 22 25 28 32 Area of Cross Section (mm2) 50.3 78.5 113.1 201.1 314.2 380.3 490.9 616 804.2 Nominal Weight (kg/m) 0.395 0.616 0.888 1.579 2.466 2.985 3.854 4.836 6.313 Approx. Lengths per Metre 2,532 1,623 1,126 633 405 335 259 207 158 M.Ton Feet 8,307 5,325 3,694 2,077 1,330 1,100 850 680 518

ROLLING TOLERANCES ON NOMINAL MASS (BS 4449 : 1988) 8 & 10 6.0% Over 10 4.5%

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Unique features of BSRM Xtreme bars:

1. High design yield strength of 500 Mpa (72500psi) (Min)
2. Requires 15% less steel in construction compared to Grade 60 rebars available in the market. 3. The bars have superior bendability and can be safely bent without cracking. 4. All bar sizes are rolled to a very close tolerance (possible on a DANIELIcomputerized rolling mill) so that customers get more meters of steel per ton - more value for money without having to sacrifice structural integrity. Estimated savings: 0.5%. 5. De-scaled bars have better bonding with concrete and less wastage at site. Estimated savings : 0.5% 6. Xtreme bars are safely weldable under field conditions. Another 0.5% to 1.5% of steel is saved by avoiding large splices. 7. The bars are needle-straight, thanks to the Danieli QTB process - no need for straightening on the construction site. Product Information Typical Mechanical Properties: Yield Strength: 500 mpa (min) [72,500 psi] Ultimate Tensile Strength: 575 mpa (min) [83,375 psi] Elongation A 5 [%]: 14% (min)

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REFERENCED STANDARDS Mechanical Properties

THE PROCESS Equipment of the Water Box

The above schematic illustrates the exclusive DANIELI QTB process which converts low carbon steel into high strength bars with a guaranteed yield strength of 500 mpa. In Bangladesh, BSRM is the first company to procure and implement this technology commercially and successfully.
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Mechanical Graph

High strength, ductility and weldabilty together was an almost impossible combination a civil engineers dream, and a steel metallurgists nightmare. The unique heat treatment technology in the DANIELI QTB process makes this possible. BSRM rebars have typically high strengths, shown in the stress-strain graph above, yet retain the modulus of plain carbon steel, 210 Gpa [29,000,000 psi]. The Danieli, Italy QTB process at BSRM Steels Ltd.

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How the QTB process works

BSRM Xtreme rebars are hot-rolled from prime quality steel billets and subjected to on-line thermomechanical treatment in three successive stages.

(a) Quenching: The hot rolled bar leaving the final mill stand is rapidly quenched by high pressure water in special venturi tubes. This hardens the surface of the bar to a depth optimized for each section through formation of martensitic rim, while the core remains hot and austenitic. (b) Self Tempering: As the bar leaves the quenching venturi tube the core remains hot compared to the surface, allowing heat to flow from the core to the surface which causes tempering of the outer martensitic layer into a structure called Tempered Martensite. The core still remains austenitic at this stage. (c) Atmospheric cooling: This takes place on the cooling bed, where the austenitic core is transformed into a ductile ferrite-pearlite structure. Thus the final structure consists of an optimum combination of strong outer layer (tempered martensite) with a ductile core (ferrite-pearlite). This gives BSRM Xtreme bars a unique combination of high strength and ductility. A close-up view of the dual phase rebar made by BSRM Steels Ltd - a hard outer shell of tempered martensite and an inner core of very tough and ductile ferrite-pearlite core. This unique technology at BSRM enables very high strength in the reinforcing bar without sacrificing ductility and weldability.

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WELDING GUIDE BSRM Xtreme 500W is weldable under field conditions with any marine grade all position electrodes. Special low hydrogen electrodes are recommended for welding in wet weather conditions. 1. Smaller diameter bars can be strap-welded, as shown in the illustration. 2. Column and beam bars can be efficiently lap-welded at reduced lapping lengths, as shown in the diagram. Procedures for Specific Weld Types Electrode Type: Under-matching strength electrodes are preferred, but matching strength may be used. Weld Length: This should not be less than the size of the smaller bar. General Notes: These are usually used for positioning and holding purposes, and in prefabricated elements. They must not be used for lifting purposes unless prior approval has been obtained from the design engineer. They do not affect the strength of Grade 500. Electrode Type: Matching and under-matching strength electrodes may be used. Weld Length: Minimum total weld length is 5d. General Notes: The short length of conventional double sided lap splice welds may cause excessive rotation at the splice when loaded in tension, and thus contributes to concrete spalling. Longer weld lengths than that required to develop full strength have therefore been recommended. This tendency to rotate can be further minimized by forming the weld in two parts as shown, thus increasing the effective geometric length. In this case, the gap

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between lap welds should not exceed the total weld length. Electrode Type: Matching and under-matching strength electrodes may be used. Weld Lengths: Matching strength electrodes: 8d Under-matching W50x (E48xx) type electrodes: 9d Under-matching W41x (E41xx) type electrodes: 10d General Notes: Single sided lap welds, because of their greater length, have less tendency to rotate, but should only be used with the permission of the supervising engineer when access to the second side is not available or impractical. These welds may also be formed in two parts as shown, provided total weld lengths noted above are used. Electrode Type: Matching and under-matching strength electrodes may be used. Weld Lengths: Welded one side: 5d for each individual weld Welded both sides: 3d for each individual weld General Notes: Full parent bar properties are generated by strap welds. The total cross sectional area of the splice bars must not be less than the cross sectional area of the parent bar. The gap between parent bars must not exceed 20mm. Strap welds may be welded either on only one side or both sides, noting minimum effective weld lengths above. Strap welds are bulkier than lap or butt splice joints, thus they may not be suitable for use in applications where concrete cover is minimal. Where doubt exists, verify suitability with the supervising engineer.

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Electrode Type: Matching strength electrodes are essential to develop full strength in the butt weld. General Notes: Observe 200 C maximum interpass temperatures by allowing weld to cool between runs, particularly towards end of welding.

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Technological Process and Quality Assurance

BSRM was the first steel company in Bangladesh to receive ISO 9001:2000 certification. The system has been continuously modified and developed in many surveillance visits by the lead assessors and BSRM continues to develop it in a manner consistent with International Certification Practices. The company is also in the process of securing the globally acknowledged, U.K. based CARES product certification and registration. The aim of the system is to work for the consistent assurance of quality and its implementation will ensure product quality and thus customer satisfaction. Due to the nature of the industry, where in-process materials are not present, final product testing is done in a modern testing lab equipped with computerized testing machines to measure chemical and mechanic properties. Finished goods are stored in intermediate quarantine until clearance from Quality Control and then stored in the finished goods storage area ready for delivery. Product traceability is ensured through a label that shows the date of production and other information such as diameter, length, weight of bundle and grade. This quality system ensures the best way to trace any product back to its date of production to verify the different production conditions at that time and the source of raw materials used. This traceability is an integral part of the prestigious CARES certification scheme.

Bar Bending Mandrel: It is a machine by which some specific properties of Reinforcement are tested. The tests are Bend Test & Re-bend Test.

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CNC Roll Turning Lathe: It is computer Numerical control Lathe machine. A vast quantity of controlling works can be done by this Machine. Such as: To decrease higher diameter iron made objects to lower diameter objects, to make thread on iron made objects etc.

Universal Testing Machine (UTM): It is a Machine by which tensile properties of Reinforcement are tested. Yield Strength, Ultimate tensile strength & Elongation of Reinforcement are obtained from this Machine.

Computer attached with UTM: A computer is attached with the Universal Testing Machine. The tested datas of UTM are transferred to this computer. Then the computer shows the graphical representation of Yield Strength, Ultimate Tensile Strength & Elongation of Reinforcement.

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SWOT Analysis for BSRM

Every business is composed of an environment from which it gets considerable external threats (T) on its survival and external opportunities (O) to capitalize on with the application of its internal strengths (S) and with the minimization of its internal weaknesses (W). On the analysis of the organizations environment the following external opportunities and threats and internal strengths and weaknesses are identified:

STRENGHTHS
Quality of our product
Best technical and managerial support

WEAKNESS
Labor unrest Depend on outside transport Always not ensure every size of product Dependency on suppliers for raw

Direct distribution to the end users Long time experience in MS product Goodwill

Opportunities
Low cost supply of labour High demand of steel products Easy access to foreign markets Favourable export facilities by the GOB Increased demand in every year

Threats
High competition in local market Government laws and regulations to control labour management Rising concern for quality with lower prices Fluctuations in foreign currency

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STRENGHTHS
Quality of our product
Best technical and managerial support

WEAKNESS
Labor unrest Depend transport Always not ensure on outside

Direct distribution to the end users Long time experience in MS product Goodwill

every size of product Dependency suppliers materials for on raw

plant Low cost supply of labour High products Easy markets Favourable export facilities by the GOB Increased demand in every year access to foreign demand of steel

Opportunities

Modern

production

Threats
High competition in local market Government regulations laws and to control

labour management Rising concern for

quality with lower prices Fluctuations in foreign currency

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RECOMMENDATION

The following measures can be recommended for the industry:

The company has to maintain good relationship with workers for the better production. The industry needs enlarge its plant because it products has huge demand in the market. The industry should increase its channels of distribution of product. The organization should give more emphasis on increasing quality of the products through high technological advancement Need to take several steps for different customers. After a certain period of time need arrange training program for production workers increasing quality The company should maintain labor friendly environment. Company should more conscious about environment pollution specially noise pollution during production in plant

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CONCLUSION

BSRM is the capital intensive mills. Its operated in fully automated process. From my visiting Bangladesh Steel Re-Rolling Mills Ltd, it is obvious that, they are producing quality product. There is a great demand of their product in the real estate business. It is also a pioneer and leading industry in the field of Steel. The several departments especially technology department in this industry are operating their respective activities smoothly and efficiently. The production, sales and marketing activities of the company are expanding day by day in countrywide. The organization is a completely profit making organization.

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References
1. Direct communication with inspection 2. Personal communication. 3. E-mail: bsrm@globalctg.net(Head Office),Fax : 88-031-610101 bsrm@bangla.net(Dhaka Office) bsrm@spnetctg.com (Factory) 4. Annual report of BSRM. 5. Web Site: www.bsrm.com 6. BSRM prospectus 7. Beaumont, N.B. and R.M. Schroder. (1997). Technology, Manufacturing Performance and Business Performance amongst Australian Manufacturers, Technovation 17 (6), pp. 297-307. 8. Efstathiades, A., Tassou, S., and Antoniou (2002), A., Strategic planning, transfer and implementation of Advanced Manufacturing Technologies (AMT). Development of an integrated process plan, Technovation 22, pp. 201-212. 9. Laosirihongthing, T., Paul, H., and Speece (2001), M.W., Evaluation of new manufacturing technology implementation: an empirical study in the Thai automotive industry, Technovation, Article in Press. 10. Mohanty, R.P. and Venkatraman, S (1999), Planning for CIMS: a case study, Journal of Applied Manufacturing Systems, 4 (1), pp. 1-10. 11. Rischel, T.D. and O.M. Burns. (1997). The Impact of Technology on Small Manufacturing Firms, Journal of Small Business Management 35, pp. 2-10. 12. Voss, C.A. (1986), Implementing manufacturing technology: am manufacturing strategy approach, International Journal of Operations and Production Management, 6 (5), pp. 17-25. 13. Agarwal, R. and Prashad, J 1997, The role of innovation characteristics and perceived voluntariness in the acceptance of information technologies, Decision Science, Vol.28, No.3, pp.557-582. 14. Agarwal, R. and Prashad, J 1998, The antecedents and consequents of user perceptions in information technology adoption, Decision Support Systems, Vol. 22, No. 1, pp.557-582.Agarwal, R. and Prashad, J 1999, Are individual 38

differences germane to the acceptance of new information technologies, Decision Sciences, Vol.30, No.2, pp. 361-391.

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