Adamjee Jute Mill
Overview of Adamjee Jute Mill
Adamjee Jute Mill established at narayanganj near dhaka in 1950, it is the largest jute mill of the world. At the time of partition of bengal in 1947, there were 108 jute mills in Bengal but all of them fell to the share of India. The government of Pakistan encouraged Muslim entrepreneurs to come forward with proposals for establishment of jute mills in the country, following which Adamjee Brothers of calcutta agreed to act as a promoter and presented an investment plan in December 1949. In line with its proposal, Adamjee Brothers contributed 50% of the share capital while the Pakistan Industrial Development Corporation (PIDC) sanctioned the rest of the capital. The proposed site for the new mill was Siddhirganj, about six kilometres north of Narayanganj, which had good river, road and rail communication facilities. Two hundred twenty seven acres of land was acquired and developed for the construction of the mill. PIDC arranged for import of machinery and equipment for the mill with government grants of foreign exchange and by June 1955, the mill was ready for commissioning and had 3000 looms and 31200 spindles. The production capacity of the mill was 117 ton of twist and yarn, 953 ton of hessian and 4006 ton of sacking bag. The mill became an abandoned property in 1971 and its ownership and management were vested on Bangladesh Jute Mills Corporation in 1972.
The mill has 18 departments. Those include production, quality control, marketing, personnel, engineering, finance, and public relations. Initially, the mill followed the traditional system of record keeping and accounting, replaced by the Integrated Accounting System (IAS) in 1967. The new system provided ready data for cost control and managerial decision purposes. Until 1971, the Adamjee family controlled the management of the mill, although the government had intervened from time to time as an equal partner.
After nationalisation in 1972, the Adamjee Jute Mill started suffering from problems like overstaffing, lack of work discipline of employees, absenteeism and unionism. The new management failed to ensure product quality and the output of the mill could no more meet the specifications of overseas buyers. The situation gradually got worse and the mill started incurring losses, a trend which could never be reversed. Because of continuous losses incurred by the mill every year, the government closed it on 30 June 2002.
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