Industry 4

Industry 4.
0: Prospects and Challenges in the RMG Industry of Bangladesh
Title Summary
Industry 4.0 is a name given to the current trend of automation and data exchange in
manufacturing technologies. It includes cyber-physical systems, the Internet of things, cloud
computing and cognitive computing. Industry 4.0 is commonly referred to as the fourth industrial
revolution. Industry 4.0 fosters what has been called a "smart factory". Within modular
structured smart factories, cyber-physical systems monitor physical processes, create a virtual
copy of the physical world and make decentralized decisions. Over the Internet of Things, cyber-
physical systems communicate and cooperate with each other and with humans in real-time both
internally and across organizational services offered and used by participants of the value chain.
The characteristics given for the Industry 4.0 strategy are: the strong customization of products
under the conditions of highly flexible (mass-) production. The required automation technology
is improved by the introduction of methods of self-optimization, self-configuration, self-
diagnosis, cognition and intelligent support of workers in their increasingly complex work.
In this study, the fact I am going to demonstrate is how the industry automation can help the
RMG industry of Bangladesh to achieve greater whites of success, and what are the odds and
evens of this revolution.
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Industry 4.0: Prospects and Challenges in the RMG Industry of Bangladesh
Introduction
Industry 4.0 is a term often used to describe the developing process in the management of
manufacturing and chain production hence, it possesses considerable significance for industrial
countries which largely depend on production. Most developing countries, such as Bangladesh,
Nigeria, India, Pakistan, the Philippines, and Vietnam, depend on the manufacturing of products
to be delivered to foreign companies. Therefore, if these countries can develop the management
of their manufacturing and chain productions, the current rate of unit output would be
substantially increased, a strong indicator that Industry 4.0 is crucial for these countries to move
forward. There have been many studies relating to Industry 4.0, which is considered to be the
fourth industry revolution. However, there has been a lack of empirical research relating to
Industry 4.0 in the developing countries of South Asia, especially Bangladesh. Therefore, this
study has been conducted from the perspective of Bangladesh, which has been one of the most
significant apparel producing countries, coming second after China.
However, the country is criticized due to lack of production, working skills and the number of
units generated when compared with other key countries that produce Ready Made Garments
(RMG), such as Thailand, Vietnam and Mexico. In addition, Bangladesh is also criticized due to
the lack of female leadership, factory infrastructure, technological application, and a low level of
modification according to industry evolution and availability, all of which are identified as major
challenges for this growing country. Experts suggest that a country with technological
integration and usages in production can tremendously increase production ranges; therefore,
Industry 4.0 is significant as it automates and exchanges data in manufacturing technologies. As
a result, it is crucial for the country to improve its production efficiency to gain an increase in
foreign currency and, as such, this paper empirically investigates Bangladesh’s prospects
regarding the integration of Industry 4.0.
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Background of the Study
The term revolution means radical change of existing order in favor of a newer one. Industrial
revolution refers to the radical improvement of manufacturing and other technologies that have
completely changed the previous scenario and established a newer version with positive shift of
industrialization. Experts are forecasting that 4th industrial revolution is taking place in the
international arena. As a part and parcel of industrialization Bangladesh have to enter into the 4th
industrial revolution to compete and gains its stake from the industrial world. Each change or
shift offers something opportunistic and few challenges. Relevant policy makers have to be
careful about the opportunities to grab and challenges to overcome of it. Bangladesh has a long
list of industrial sectors waiting to take off. Some of the sectors are in performing level like
RMG sector; some of the sectors are in growing stage like Leather and leather goods sector,
some of the sectors are potential to grow like ICT and Outsourcing. In such a condition 4th
industrial revolution is taking place. So we have to be careful about the opportunities and
challenges of 4th industrial revolution and prepare proper policies to grab the opportunities at
most and overcome the challenges efficiently. The then latest technologies played vital role in
each of the industrial revolution for example 1st industrial revolution (1760) was driven by the
rise of steam power, railways and mechanized forms of production. Similarly 2nd industrial
revolution (1890) was driven by the invention of electricity and new approaches to
manufacturing based on assembly lines and mass production. Rapid improvement of
semiconductors and the spread of computers and the internet technology were the driving forces
of 3rd industrial revolution (1960s) finally 4th industrial revolution is going to be take place with
the mass performance of the artificial intelligence, advanced robotics, mobile internet (available
everywhere), 3D printing, autonomous vehicles, such as cars and drones etc. technologies. These
technologies will offer new ways to create and consume, will transform how we deliver and
access public services, and will enable new ways to communicate and govern. Almost every
aspect of our lives will be touched: jobs, business models, industrial structures, social
interactions, systems of governance.
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Objective and Statement of the Problem
Bangladesh, our country is steadily emerging from the ranks of developing country towards
being developed country. One of the prime indicators for a nation’s development is often
considered the growth, support and evolution of industry in it. Being located in the south east
region of the Asia Continent, surrounded by the rapidly developing 3rd world industrial nations
such as India, Pakistan, Sri Lanka, the wind of change has blown towards us in lots of way. The
4th industrial revolution or Industry 4.0 is the vision now for developing countries like ours.
Because in the fast paced 21st Century world of globalization, where developed, developing or
least developed, every nation is sportingly competing each other in various fields like
humanities, warfare, trade etc. To cope up with the constantly increasing pace of the world, our
country needs to develop, at least industrially, and to be specific the remittance generating
industries like RMG, Textiles etc should adopt some revolutionary changes. The automation of
industrial process is undeniably the catalyst to that change. But to adopt a change in to the usual
flow of things one must understand its nature, features, pros and cons.
In this study, we are going to analyze the nature, features, conditions and conditioning, prospects
and challenges of industry 4.0 or industry automation or 4 th industrial revolution in the context of
Bangladesh RMG industries.
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Literature Review
The term "Industry 4.0", shortened to I4.0 or simply I4, originates from a project in the high-tech
strategy of the German government, which promotes the computerization of manufacturing. The
term "Industry 4.0" was revived in 2011 at the Hannover Fair. In October 2012 the Working
Group on Industry 4.0 presented a set of Industry 4.0 implementation recommendations to the
German federal government. The Industry 4.0 workgroup members and partners are recognized
as the founding fathers and driving force behind Industry 4.0. On 8 April 2013 at the Hannover
Fair, the final report of the Working Group Industry 4.0 was presented. This working group was
headed by Siegfried Dais (Robert Bosch GmbH) and Henning Kagermann (German Academy of
Science and Engineering). As Industry 4.0 principles have been applied by companies they have
sometimes been re-branded, for example the aerospace parts manufacturer Meggitt PLC has
branded its own Industry 4.0 research project M4.
The increasing integration of the Internet of Everything into the industrial value chain has built
the foundation for the next industrial revolution called Industry 4.0. Although Industries 4.0 is
currently a top priority for many companies, research centers, and universities, a generally
accepted understanding of the term does not exist. As a result, discussing the topic on an
academic level is difficult, and so is implementing Industry 4.0 scenarios. Based on a
quantitative text analysis and a qualitative literature review, the paper identifies the possibilities
and challenges of Industry 4.0 in developing the current state of RMG Industry in Bangladesh.
Taking into account these principles, academics may be enabled to further investigate on the
topic.
Indian author and the current Director of the “Nimbkar Agricultural Research Institute (NARI)”
Anil K. Rajvanshi (24 February 2016) in his article "India Can Gain By Leapfrogging Into
Fourth Industrial Revolution" referred that Industry 4.0 may have a beneficial effects for India
and other emerging economies.
It is an indication that the fourth wave of industrial revolution is on the brink of emergence in all
the least developed and developing nations within a not so distant future.
Authors Mario Hermann, Tobias Pentek, Boris Otto in their research paper titled “Design
Principles for Industrie 4.0 Scenarios” published in 49th Hawaii International Conference on
System Sciences (HICSS) 2016 stated that there are four design principles in Industry 4.0. These
principles support companies in identifying and implementing Industry 4.0 scenarios:
 Interconnection
 Information transparency
 Technical assistance
 Decentralized decisions
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These four principles are the four workable fields of constructing and maintaining the build of
any industry.
Bundesinstitut für Berufsbildung (BIBB), Germany in their report titled “Industrie 4.0 und die
Folgen für Arbeitsmarkt und Wirtschaft” referred the about the threats to appear in the way of the
automation revolution. The fourth industrialization will directly and negatively affect human
involvement in any industry.
Chinese Journal of Mechanical Engineering 2017 published an article titled “Challenges and
Requirements for the Application of Industry 4.0: A Special Insight with the Usage of Cyber-
Physical System” published by Mueller, Egon; Chen, Xiao-Li; Riedel, Ralph which stated the
differences between a traditional and a 4th generation factory in various technical, functional,
organizational aspects.
There are various other research works regarding Industry 4.0 in which most of these discussed
about its overall potential, constructs, opportunities and constraints. But, despite all that, my
study will only focus on the scenario of Bangladesh RMG Industry. So this study will be a very
concentrated and short area based study.
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Methodology
This study has been conducted by the help of various sources. Sources would include various
blogs, new articles from various interviews, reports from seminars etc. Since my research subject
is a very recent one, the numbers of available information sources are quite limited but very
much authentic.
News articles and Seminar reports have helped provide necessary insight about my research
topic. Blogs from various website have helped me to think over this subject from various point of
views.
Primary Sources: None
Secondary Sources:
 Relevant books, Newspaper, journals etc.

 Websites.
 Manual of different departments
Data Gathering: Data gathering will be taken place after preparing the structure for in-depth
interview that will need for supportive information. Interview will be taken with two or three
highly ranked respective officials.
Data Processing: After conducting the research it will be justify the findings and will be written
in the form of a report.
Data Analysis: Analysis will be performed from the collected data and findings and
recommendation will make from the results.
1. Select the topic

2. Sorting information
3. Analysis and evaluation of the information
4. Report writing and presenting
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Scope of the Study and Its Significance

An article published in February 2016 suggests that Industry 4.0 may have beneficial effects for
emerging economies such as India.
Proponents of the term claim Industry 4.0 will affect many areas, most notably:
 Services and business models

 Reliability and continuous productivity
 IT security
 Machine safety
 Manufacturing Sales
 Product lifecycles
 Manufacturing Industries
 Industry value chain
 Workers' education and skills
 Socio-economic factors
 Industry Demonstration
As for my focus on this term, the study will expedite the field of Manufacturing Industries and
Industrial Value Chain given the current scenario of RMG industry in Bangladesh.
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Limitation
The study requires results from interviews that will greatly contribute to the study, hence it
Usually a research requires a huge investment of time to be conducted properly. Unfortunately I
am in shortage of that much of time. In addition to lack of time, constraints such as lack of
budget also accompany as the limitations for conducting a research. Despite the fact, I assure you
that I would try my best to satisfy you by my work, with your cooperation and support.
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The characteristics given for the German government's Industry 4.0 strategy are: the strong
customization of products under the conditions of highly flexible (mass-) production. The
required automation technology is improved by the introduction of methods of self-optimization,
self-configuration, self-diagnosis, cognition and intelligent support of workers in their
increasingly complex work. The largest project in Industry 4.0 as of July 2013 is the BMBF
leading-edge cluster "Intelligent Technical Systems Ostwestfalen-Lippe (it's OWL)". Another
major project is the BMBF project RES-COM, as well as the Cluster of Excellence "Integrative
Production Technology for High-Wage Countries". In 2015, the European Commission started
the international Horizon 2020 research project CREMA (Providing Cloud-based Rapid Elastic
Manufacturing based on the XaaS and Cloud model) as a major initiative to foster the Industry
4.0 topic.
In June 2013, consultancy firm McKinsey released an interview featuring an expert discussion
between executives at Robert Bosch – Siegfried Dais (Partner of the Robert Bosch
Industrietreuhand KG) and Heinz Derenbach (CEO of Bosch Software Innovations GmbH) – and
McKinsey experts. This interview addressed the prevalence of the Internet of Things in
manufacturing and the consequent technology-driven changes which promise to trigger a new
industrial revolution. At Bosch, and generally in Germany, this phenomenon is referred to as
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Industry 4.0. The basic principle of Industry 4.0 is that by connecting machines, work pieces and
systems, businesses are creating intelligent networks along the entire value chain that can control
each other autonomously.
Some examples for Industry 4.0 are machines which can predict failures and trigger maintenance
processes autonomously or self-organized logistics which react to unexpected changes in
production.
According to Dais, "it is highly likely that the world of production will become more and more
networked until everything is interlinked with everything else". While this sounds like a fair
assumption and the driving force behind the Internet of Things, it also means that the complexity
of production and supplier networks will grow enormously. Networks and processes have so far
been limited to one factory. But in an Industry 4.0 scenario, these boundaries of individual
factories will most likely no longer exist. Instead, they will be lifted in order to interconnect
multiple factories or even geographical regions.
There are differences between a typical traditional factory and an Industry 4.0 factory. In the
current industry environment, providing high-end quality service or product with the least cost is
the key to success and industrial factories are trying to achieve as much performance as possible
to increase their profit as well as their reputation. In this way, various data sources are available
to provide worthwhile information about different aspects of the factory. In this stage, the
utilization of data for understanding current operating conditions and detecting faults and failures
is an important topic to research. e.g. in production, there are various commercial tools available
to provide overall equipment effectiveness (OEE) information to factory management in order to
highlight the root causes of problems and possible faults in the system. In contrast, in an Industry
4.0 factory, in addition to condition monitoring and fault diagnosis, components and systems are
able to gain self-awareness and self-predictiveness, which will provide management with more
insight on the status of the factory. Furthermore, peer-to-peer comparison and fusion of health
information from various components provides a precise health prediction in component and
system levels and forces factory management to trigger required maintenance at the best possible
time to reach just-in-time maintenance and gain near-zero downtime.
During EDP Open Innovation conducted in Oct 2018 at Lisbon, Portugal, Industry 4.0
conceptualization was extended by Sensfix B.V. a Dutch company with introduction of M2S
terminology. It essentially is characterizing upcoming service industry to cater to millions of
machines, managed by the machines themselves.
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Phases of Industrial Revolution
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1st Industrial Revolution (1760 to 1840):
Ushered in Mechanical production; railways and steam engine and marked by a transition from
hand production methods to machines through the use of steam power and water power. The
implementation of new technologies took a long time, so the period which this refers to it is
between 1760 and 1820, or 1840 in Europe and the US. Its effects had consequences on textile
manufacturing, which was first to adopt such changes, as well as iron industry, agriculture, and
mining although it also had societal effects with an ever stronger middle class. It also had an
effect on British industry at the time.
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2nd Industrial Revolution (1870 to 1940):
Mass production; electricity and assembly line. It was made possible with the extensive railroad
networks and the telegraph which allowed for faster transfer of people and ideas. It is also
marked by ever more present electricity which allowed for factory electrification and the modern
production line. It is also a period of great economic growth, with an increase in productivity. It,
however, caused a surge in unemployment since many workers were replaced by machines in
factories.
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3rd Industrial Revolution (1960 to 2010):
Computers; semi conductors, main frame computing, personal devices, internet. The third
industrial revolution or Industry 3.0 occurred in the late 20th century, after the end of the two big
wars, as a result of a slowdown with the industrialization and technological advancement
compared to previous periods. It is also called digital revolution. The global crisis in 1929 was
one of the negative economic developments which had an appearance in many industrialized
countries from the first two revolutions. The production of Z1 (electrically driven mechanical
calculator) was the beginning of more advanced digital developments. This continued with the
next significant progress in the development of communication technologies with the
supercomputer. In this process, where there was extensive use of computer and communication
technologies in the production process. Machines started to abrogate the need for human power
in life.
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4th Industrial Revolution (2014 to present Time):
Based on cyber-physical system (CPS). It is a system of collaborating computational elements

controlling physical entities. CPS is a physical and engineered system, whose operations are
monitored, coordinated, controlled and integrated by a computing and communication core. They
allow us to add capabilities to physical systems by merging computing and communication with
physical processes. CPS is considered a Key Enabling Technology (KET) in the fourth industrial
revolution. CPS are a set of different enabling technologies, which generate a stand-alone,
intercom, and intelligent system and, therefore, can facilitate integration between different and
physically distant subjects. This system enables three sequential scenarios: data generation and
acquisition, computation and aggregation of previously acquired data, and finally decision
support. This definition includes the presence of interconnected objects which, by means of
sensors, actuators, and a network connection, are able to generate data, thus reducing the
distances between the various subjects involved. Therefore, a CPS can be defined as a system in
which physical objects are required to be flanked by their representation in the digital world; are
integrated with elements that are capable of computing, memorizing, and communicating; and
are networked with each other.
The functionality of a CPS can be summarized in five levels, as defined below:
 Smart connection: The ability to manage and acquire data made available in real time
thanks to intelligent sensors and to transfer them with specific communication protocols
 Data-to-information conversion: The ability to aggregate data and convert it to value-
added information
 Digital twin: The ability to represent real time in a digital reality
 Cognition: The ability to identify different scenarios and support a proper decision-
making process
 Configuration: Provides feedback on physical reality from virtual reality and applies
corrective actions to the previous level
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CPS benefits:
• Safer and more efficient systems
• Reduce the cost of building and operating the systems
• Build complex systems that provide new capabilities
• Reduced cost of computation, networking, and sensing
• Enables national or global scale CPS’s.
Components Linking to CPS: Industry 4.0 is an abstract and complex term consisting of many
components when looking closely into our society and current digital trends. To understand how
extensive these components are, here are some contributing digital technologies as examples:
 Mobile devices
 Internet of Things (IoT) platforms
 Location detection technologies
 Advanced human-machine interfaces
 Authentication and fraud detection
 3D printing
 Smart sensors
 Big data analytics and advanced algorithms
 Multilevel customer interaction and customer profiling
 Augmented reality/Wearable
 Cloud computing
Mainly these technologies can be summarized into four major components, defining the term
“Industry 4.0”:
 BIG Data
 IoT ( Internet of Things)
 Cloud computing
 Cognitive computing
With the help of cyber-physical systems that monitor physical processes, a virtual copy of the
physical world can be designed. Thus, these systems have the ability of making decentralized
decisions on their own and reach a high degree of autonomy. As a result, Industry 4.0 networks a
wide range of new technologies to create value.
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BIG Data Analytics Modern information and communication technologies like cyber-physical
system, big data analytics and cloud computing, will help early detection of defects and
production failures, thus enabling their prevention and increasing productivity, quality, and
agility benefits that have significant competitive value.
Big data analytics consists of 6Cs in the integrated Industry 4.0 and cyber physical systems
environment. The 6C system comprises:
 Connection (sensor and networks)

 Cloud (computing and data on demand)
 Cyber (model & memory)
 Content/context (meaning and correlation)
 Community (sharing & collaboration)
 Customization (personalization and value)
In this scenario and in order to provide useful insight to the factory management, data has to be
processed with advanced tools (analytics and algorithms) to generate meaningful information.
Considering the presence of visible and invisible issues in an industrial factory, the information
generation algorithm has to be capable of detecting and addressing invisible issues such as
machine degradation, component wear, etc. in the factory floor.
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Comparison between Traditional and 4th Generation Factories

Present Scenario of a Production Facility
Futuristic Scenario of a production Facility
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Building Blocks of Industry 4.0
Big data is certainly one of the most important technologies adopted in Industry 4.0. It is related
to the large collection, processing, and analysis of structured and unstructured data with
intelligent algorithms. It has recently become a topic widely debated in the business and
university world, as it offers a number of new opportunities for businesses.
Another important technology is Cloud Computing that allows managing huge data volumes in
open systems and ensuring real-time communication for production system. Cloud computing
allows access to information from anywhere in the world at any time, thus increasing flexibility.
In intelligent factory, data are transmitted digitally, so cyber-security plays a key role in the new
industrial revolution. IT security systems are important to enable the full potential of the other
technologies.
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Industry 4.0 includes the use of automated robots managed directly by the intelligent factory and
connected to the rest of the enterprise system. Processing is automatically handled by Cyber-
Physical Systems. Generally, automatic robots are used for ergonomically difficult or highly
tiring jobs.
The evolution of technological systems and the increasingly personalized demands of customers
have led to the evolution of Additive Manufacturing techniques and 3D printing. Through this
technique, it is possible to construct prototypes but also finished products in three sizes for the
most different purposes. With prototypes it is possible to test the material while the finished
products are used. In particular, 3D printing for the production of finished products is used for
highly personalized products, such as biophysical part or parts for cars of formula 1.
New educational models 4.0 exploit increased reality technology, through Augmented Reality.
Through virtual reality it is possible to educate operators, by teaching the right operations to do
for maintenance or machine setup. The augmented reality system aims to replace old paper
manuals that are difficult to understand.
Through Horizontal and Vertical Integration Technology, it is possible to cross company data
integration based on data transfer standards. In other words, computer and command processes
are increasingly networked and integrated.
Simulation Systems and Software are also very much used. Through these tools it is possible to
simulate business systems and manufacturing processes by analyzing system input and output in
real time and obtaining a detailed report about the process under study.
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Design Principles
There are 4 design principles in Industry 4.0. These principles support companies in identifying
and implementing Industry 4.0 scenarios.
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Industry 4.0 Drivers

What all these components have in common, is that Data and Analytics are their core
capabilities. “Industry 4.0” is driven by:
 Digitization and integration of vertical and horizontal value chains:
Vertically, Industry 4.0 integrates processes across the entire organization for example processes
in product development, manufacturing, logistics and service whereas horizontally, Industry 4.0
includes internal operations from suppliers to customers plus all key value chain partners.
 Digitization of product and service offerings:
Integrating new methods of data collection and analysis for example through the expansion of
existing products or creation of new digitised products, helps companies to generate data on
product use and thus, to refine products in order to meet best the customers’ needs.
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 Digital business models and customer access:
Reaching customer satisfaction is a multi-stage, never-ending process that needs to be modified

currently as customers’ needs change all the time. Therefore, companies expand their offerings
by establishing disruptive digital business models to provide their customers digital solutions that
meet their needs best.
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Benefits & Examples of 4th Industrial Advancements

The then latest technologies played vital role in each of the industrial revolution for example 1st
industrial revolution (1760) was driven by the rise of steam power, railways and mechanized
forms of production. Similarly 2nd industrial revolution (1890) was driven by the invention of
electricity and new approaches to manufacturing based on assembly lines and mass production.
Rapid improvement of semiconductors and the spread of computers and the internet technology
were the driving forces of 3rd industrial revolution (1960s) finally 4th industrial revolution is
going to be take place with the mass performance of the artificial intelligence, advanced robotics,
mobile internet (available everywhere), 3D printing, autonomous vehicles, such as cars and
drones etc. technologies. These technologies will offer new ways to create and consume, will
transform how we deliver and access public services, and will enable new ways to communicate
and govern. Almost every aspect of our lives will be touched: jobs, business models, industrial
structures, social interactions, systems of governance.
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The Current Scenario of RMG Industry of Bangladesh

In the 1950s, labors in the Western World became highly organized; forming trade unions. This
and other changes provided workers greater rights including higher pay; which resulted in higher
cost of production. Retailers started searching for places where the cost of production was
cheaper. Developing economies like Hong Kong, Taiwan and South Korea presented themselves
as good destinations for relocations because they had open economic policies and had non-
unionized and highly disciplined labor force that could produce high quality products at much
cheaper costs. In order to control the level of imported RMG products from developing countries
into developed countries, Multi Fiber Agreement (MFA) was made in 1974. The MFA
agreement imposed an export rate 6 percent increase every year from a developing country to a
developed country.
It also allowed developed countries to impose quotas on countries that exported at a higher rate
than the bilateral agreements. In the face of such restrictions, producers started searching for
countries that were outside the umbrella of quotas and had cheap labor. This is when Bangladesh
started receiving investment in the RMG sector. In the early 1980s, some Bangladeshis received
free training from Korean Daewoo Company. After these workers came back to Bangladesh,
many of them broke ties with the factory they were working for and started their own factories.
The hundred percent export-oriented RMG industry experienced phenomenal growth during the
last 15 or so years. In 1978, there were only 9 export-oriented garment manufacturing units,
which generated export earnings of hardly one million dollar. Some of these units were very
small and produced garments for both domestic and export markets. Four such small and old
units were Reaz Garments, Paris Garments, Jewel Garments and Baishakhi Garments. Reaz
Garments, the pioneer, was established in 1960 as a small tailoring outfit, named Reaz Store in
Dhaka. It served only domestic markets for about 15 years. In 1973 it changed its name to M/s
Reaz Garments Ltd. and expanded its operations into export market by selling 10,000 pieces of
men's shirts worth French Franc 13 million to a Paris-based firm in 1978. It was the first direct
exporter of garments from Bangladesh. Desh Garments Ltd, the first non-equity joint-venture in
the garment industry was established in 1979. Desh had technical and marketing collaboration
with Daewoo Corporation of South Korea. It was also the first hundred percent export-oriented
company. It had about 120 operators including 3 women trained in South Korea, and with these
trained workers it started its production in early 1980. Another South Korean Firm, Youngones
Corporation formed the first equity joint- venture garment factory with a Bangladeshi firm,
Trexim Ltd. in 1980. Bangladeshi partners contributed 51% of the equity of the new firm, named
Youngones Bangladesh. It exported its first consignment of padded and non-padded jackets to
Sweden in December 1980.
Within a short period, Bangladeshi entrepreneurs got familiar with the world apparel markets and
marketing. They acquired the expertise of mobilizing resources to export-oriented RMG
industries. Foreign buyers found Bangladesh an increasingly attractive sourcing place. To take
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advantage of this cheap source, foreign buyers extended, in many cases, suppliers' credit under
special arrangements. In some cases, local banks provided part of the equity capital. The problem
of working capital was greatly solved with the introduction of back-to-back letter of credit,
which also facilitated import of quality fabric, the basic raw material of the industry. The
government assigned high priority to the development of RMG industry. Till the end of 1982,
there were only 47 garment manufacturing units. The breakthrough occurred in 1984-85, when
the number of garment factories increased to 587. The number of RMG factories shot up to
around 2,900 in 1999. Bangladesh is now one of the 12 largest apparel exporters of the world,
the sixth largest supplier in the US market and the fifth largest supplier of T-shirts in the EU
market. The industry has grown during the 1990s roughly at the rate of 22%. In the past, until
1980,jute and jute goods topped the list of merchandises exported from Bangladesh and
contributed more than 50% of the total export earnings. By late 1980s, RMG exports replaced
jute and jute goods and became the number one in terms of exports. The history of the
Readymade Garments Sector in Bangladesh is a fairly recent one. Nonetheless it is a rich and
varied tale. The recent struggle to realize Workers' Rights adds an important episode to the story.
Below, we present a detailed narration of the evolution of the RMG sector from its humble
origins to the present day.
Over the past twenty seven years, the number of garment factory has grown from 384 to over
5600. The factory growth rate was 3.70% in Fiscal year 2012-2013. It was also mentionable that
factory growth rate was never negative in past. The major advantage of RMG sector is its cheap
labor force which provides a competitive advantage over its competitors. Although the Govt. has
introduced the new pay structure which has shown in table 1, this structure is relatively low in
comparison to other country. The Net Salary varies from 3000 to 9300 from Grade7 to Grade1,
from FY 1984-85 to FY 2012-13 in the country.
The sector has also played a significant role in the creation of employment opportunity. From
table-2 In FY 1984-85 the total employment was 0.12 million which has increased to 4 million in
FY 2012-13. The growth rate of worker was 66.67% in FY 1984-85 and shows the positive trend
continuously. It is also mentionable that 90% of the workers are female. This sector opened up
employment opportunities for many more individuals through direct and indirect economic
activities which eventually helps the country’s social development, woman empowerment and
poverty alleviation. In terms of wages Bangladesh is the lowest wage payer which is 340.90. But
in terms of productivity Bangladesh hold the lowest position which is 890.10. And in terms of
share of wages Bangladesh hold the second position that is 38.3%.
Despite the concern and fear of negative impact on in the aftermath of quota removal, the whole
scenario of RMG sector in Bangladesh appears with positive trends. Bangladesh mainly exports
garment, knit and woven goods including shorts, trousers, shirts, sweaters, blouses, skirts, tea-
shirts, jackets, sports attire and many more casual and fashion items with the changing times.
From table 4 we get that As per the statistics of BGMEA (Bangladesh Garment Manufacturers
and Exporters Association), an apex trade body of the country, in FY 1984-’85 the value of
32
export was 116.20 million which is continually increases up to FY 2012-’13. The value of export
was 21515.73 million in FY 2012-13. Despite removing privileged quota system, the number of
RMG industries rose up over the periods (Rahman et.al., 2008). RMG export of Bangladesh was
3.89% of total export in 1983-84 while in 2012-13. it was about 80%. After quota removal in
2004 average more than 16% growth were observed from 2004-05 to 2008-09 and during this
period total export growth rate were also more than 15%. There were negative growth rate in
1985-86, 1990-91 and 2001-02. In 1985-86 and 2001-02 growth rate was negative due to
decrease in RMG export while in 1990-91 negative growth was due to decrease in total export
and this was probably due to severe flood in 1988.
Obstacles Faced by the RMG Industries
 Power crisis: 80% of the managing director of the garments sector told that diesel and power
crisis is the core important obstacle for the development of Readymade garments. 90 percent of
the generators used in garment factories is diesel run and only about five percent is run by gas.
So, in the face of diesel and power crises, garment factory owners are being forced to ship their
product by air to make up for lost time in a bid to maintain deadlines.
 Dependence on raw materials for foreign suppliers: 72% of the managing director of the
garments sector expressed that they have to imports raw materials for garments like cotton, thread
color etc. This dependence on raw materials hampers the development of garments industry.
Moreover, foreign suppliers often supply low quality materials, which result in low quality
products.
 Lack of support from the local financial institution and inefficient fund
management system: 52% of the mid level manager told that sometimes they need to borrow
money for shipping an order. But they didn’t get it from the government and the private bank at a
low interest rate. At that time they have faced problems due to insufficiency of loan in time which
often obstructs the industry.
 Frequent general strikes and political unrest: 99% of the CEO conveyed that frequent
general strikes and political unrest in recent times have taken their toll on the readymade
garments sector, raising cost of production.
 A huge lead time: 56% of the CEO conveyed that lead time is another factor to hinder the
development of garments industry. In the 1980s, the usual lead time in the garment industry was
120-150 days for the main garment supplier countries of the world; it has been reduced to 30-40
days in the current decade. However, in this regard the Bangladesh RMG industry has improved
little; for example, the average lead time is 90-120 days for woven garment firms and 60-80 days
for knit garment firms. In China, the average lead time is 40-60 days and 50-60 days for woven
and knit products respectively; in India, it is 50-70 days and 60-70 days for the same products
33
respectively. Bangladesh should improve its average lead time to compete in the international
market.
 Lack of educated and skilled or trained workers: 87% of the mid level manager
expressed that most of the illiterate men and women workers in garments are unskilled and so
their products often become lower in quality. 30% worker can’t be able to read and write their
mother language. 35% complete their primary education. 25% of the worker complete their
secondary level and 10% of the worker complete their higher secondary level. They told that they
have to leave their education due to bear their living expenses and family burden. Moreover 10%
of the garments provide little training to its workers. The other 70% of the garments industry
don’t have this facility. Even 80% of the workers whose experience is more than 5 years don’t get
any sort of training. So inefficiency must be common phenomena for garments workers.
 Gender Discrimination in terms of payment and setting work responsibilities: 67%

of the supervisor conveyed that in the garment industry in Bangladesh, tasks are allocated largely
on the basis of gender. All the workers in the sewing section are women, while almost all those in
the cutting, ironing and finishing sections are men. Women workers are absorbed in a variety of
occupations from cutting, sewing, inserting buttons, making button holes, checking, cleaning the
threads, ironing, folding, packing and training to supervising. Women work mainly as helpers,
machinists and less frequently, as line supervisors and quality controllers. There are no female
cutting masters. Men dominate the administrative and management level jobs. Women are
discriminated against in terms of access to higher-paid white collar and management positions.
The government of Bangladesh sets minimum wages for various categories of workers that
mentioned in table1. 99% of the workers told that this pay scale also relative very low in
comparison to living standard. A survey conducted in 1998 showed that 73% of female helpers,
as opposed to 15% of their male counterparts, did not receive even the minimum wage. This
results in labor unrest.
 Lack of workplace compliance in terms of work environment and concern for

workers: The working environment of factory worker was not sound. They often have to
exposed of Dust & fumes, Fire, gas, flames, Loud noise, Extreme heat, Dangerous tools, Work
underground, Work at height. 30% of the workers are exposed of dust and fumes, 67% are
exposed of fire, gas, flames. 80% of the workers are exposed of loud noise. 42% are exposed of
extreme heat and cold. 84% of the workers are exposed of dangerous tool, 2% of the workers are
exposed of work underground and work at height. So without the proper worker environment it is
a dream to get high quality product. The 1965 factory Act allows women to work delivery
deadlines; however, women are virtually compelled to work after 8 o’clock. Sometimes they
work until 3 o’clock in the morning and report back to start work again five hours later ar 8
o’clock. They are asked to work whole months at a time the Factory Act, which stipulates that no
employee should work more than ten days consecutively without a break. 95% of the worker told
that taking the advantages of workers' poverty and ignorance the owners forced them to work in
unsafe and unhealthy work place overcrowded with workers beyond capacity of the factory floor
and improper ventilation. It leads to a destruction that causes death to the workers. They also
violate the safety code in order gain the huge profit in view of owners.
34
Position of Bangladesh towards the Path of 4th Industrial Revolution

Bangladesh has achieved an economic miracle over the past three decades, but it cannot afford to
rest on its laurels now. To develop a garment industry from scratch and become the world’s
second largest exporter of apparel is an achievement we all can celebrate, of course. But some
caution is in order as the nature of the challenge for Bangladesh is changing.
Up until this point, the focus has always been on growth and jobs and this has necessitated large
and steadily increasing export volumes. We have been extremely successful with this policy,
regularly achieving annual rates of economic growth of 6-7 percent. The Bangladeshi economy
has been one of the world’s fastest growing economies in recent years, lauded by such
institutions as the World Bank. The ready-made garment sector has been the main driver of this
growth.
The RMG industry needs to continue expanding. The RMG export target of USD 50 billion is
one we must continue to aspire to. Economic growth goes hand in hand with job creation, and
our achievements so far have helped to lift millions of people out of poverty.
However, moving forward, more and more thought will need to be put into how we grow. The
world of manufacturing is changing, and quite rapidly too. Many believe we are entering the
Fourth Industrial Revolution. This era is likely to be marked by continued breakthroughs in
emerging technologies in fields such as robotics, artificial intelligence, nanotechnology, quantum
computing, the Internet of Things, fifth-generation wireless technologies (5G) and 3D printing.
This transition to wholly different new ways of working is both frightening and exhilarating at
the same time. The temptation, when any new technology comes along, is to keep doing things
the same way as before as investment in new technology is costly and takes time. However,
apparel manufacturing businesses which don’t embrace these new ways of doing things risk
losing ground to international competitors as we enter this brave new world.
The problem we face, and which we need to address, is that far too much of our apparel
manufacturing base still looks similar to what it did several decades ago. Many apparel suppliers
have struggled to embrace change. They continue to produce cheap, low-value, homogenous
goods which are competing solely on price. That picture needs to change, otherwise Bangladesh
will be left behind. Only by producing value-added goods will the suppliers be able to drive a
harder bargain on price with their customers from the West.
The apparel manufacturing scene across the world is being changed by new technologies, with
production becoming more global, automated, highly-skilled, infused with technology and more
integrated with services. Our whole RMG sector, particularly Small and Medium Enterprises
(SMEs) face real challenges if they are to adapt rather than be left behind. Sewbot technology is
in its relative infancy but it is improving at a rapid rate, and more technology players are entering
this space.
35
One challenge that SMEs in Bangladesh’s apparel sector face is that they lack access to
specialized services such as technology advisory services, R&D providers, skilled training
providers, industrial service providers, specialist consultants and so on. Even if skilled workers
and new technology are available, SMEs often lack organizational practices essential for using
these inputs effectively.
Another question that we need to ask is whether our workers are ready for the technology
revolution we are set to see. Automation is coming, whether we like it or not, but our 4 million
garment workers are not ready for this drastic change. Therefore, government-led training and
up-skilling initiatives are an absolute must moving forward. The RMG industry needs to up-skill,
from the shop floor through to management and board level. On the training and development
front, the industry faces a huge undertaking.
More and more of our businesses need to explore production opportunities with added value.
This is vital in order for our products to remain relevant in a world where people can wear a
jacket that will check their temperature or take their heartbeat.
All of the above requires investment by apparel factories, for which, affordability is still an issue.
Many will mention the issue of pricing, suggesting that customers and brands, both want
digitization but aren’t yet paying for it in terms of price.
One would go along with that, albeit with the caveat that prices paid by the brands are something
which we, as manufacturers, have very little control over. For now, we need to focus on the
things we can change such as up-skilling our workforce, investing in new technology. If we do
that collectively, as an industry, pricing issues will look after themselves. The future is in our
own hands.
There are three major challenges we have to face as developing nation:
 Training of operators with specific skills in managing digital jobs.

 Scalability. There are few companies that have now implemented industry-leading 4.0
systems.
 The need for funding to start planning at the national or regional level for the implementa-
tion of systems 4.0.
The implementation of an Industry 4.0 system involves significant changes to business

manufacturing. Firstly, it is necessary to attract strong investments, as the industrial Internet is
expecting a great digitization and therefore a strong investment. In addition to investments, it is
important to promote strong leadership practices to promote the proposed changes. If the
company is not open to change, it will fail. Another major obstacle to the digitization process is
the inability to predict the return on investment, and this pushes many companies to invest.
36
According to Accenture and General Electric, a major change concerns big data analytics, since
all operations will be managed by intelligent sensor systems, which will have to transmit huge
volumes of data in a shorter time. The task of the operator will be to capture and analyze the
data. Companies should take advantage of the opportunities offered by CPS to generate added
value from the collected data to meet customer needs.
Further challenge for companies will be the security of computer data. Standard will be needed
to ensure communication between intelligent systems by avoiding any external intrusion.
Companies face the challenge of ensuring that their operations are safe to avoid data leaks that
could compromise their competitiveness and include the loss of confidential information on
major customers. Companies implement 4.0 systems that have been developed and tested by
research organizations. Therefore, it is crucial to invest and progress technologically in research
centers that are the lifeblood of the industrial system.
So, based on the organizational perspective, challenges will be met by key hierarchical positions.
Such as:
Challenges for Researchers and Developers: Consumers of all types of products and services
—from medicines to mobility—are demanding personalization, customization and local
production. A global coffee machine manufacturer, for example, has launched a web
configurator that gathers real-time purchasing data to identify consumer preferences and
understand the types of coffee for which they are willing to pay more. Armed with this data, the
manufacturer then uses 3D printing to design a machine that offers a higher level of
customization and dispenses coffee made specifically to match a certain market segment. These
valuable insights fueled by big data will give customers an unprecedented level of influence in
new product development and provide manufacturers new streams of more profitable revenue.
As they keep pace with the changing customer expectations, enterprises will need to integrate
this new way of thinking into all aspects of their research and product development, whether it
comes from in-house capabilities or external partners. Their goals will need to be centered on
maintaining alignment with innovation initiatives and reducing time to market.
Challenges for Manufacturers and Engineers: In the fourth Industrial Revolution, enterprises
will need to merge their virtual and real production domains as much as possible with the help of
advanced software, automation and data integration. Production processes and automation should
be designed and commissioned virtually in tight collaboration with suppliers and partners.
Manufacturers that want to retain their competitive advantage will increase production
flexibility, automate logistics and deploy smart machines and smart products along the
manufacturing value chain. A global industrial pump manufacturer, for example, that uses virtual
tools and equipment to structure the location and flow of production lines will then be able to
more carefully position automation lines, robots, production cells and people to reduce inventory
and maximize productivity. Engineers must streamline the way they design, develop and produce
new products and services. In a complex and interconnected network of manufacturers and
37
suppliers, the roles and touch points of designers, service providers and customers are constantly
changing, and engineers need a cross-functional and collaborative approach that will help them
monitor product and customer lifecycles. Gathering data at all stages will be a critical part of this
process.
Challenges for the CIO and the IT function: IT systems, especially production systems, are
already at the heart of today’s enterprise. In the coming years, these systems will connect to more
and more sub-systems, including service provider and customer networks. This is the new way of
doing business—the convergence of information technology (IT) and operations technology
(OT)—in which business processes and office automation will communicate and connect with
industrial processes and factory automation. Interacting networks for physical and digital
components will be co-engineered to create cyber-physical systems and provide the foundation
of smart services. CIOs and IT organizations must strike the right balance of in-house and
sourced talent to serve this complex marketplace and avoid the effects of shadow IT or the risk
of fading into a back-office function. One CIO at a European shipping port authority is doing just
that. His organization has launched several initiatives to improve the efficiency of harbor
operations, including a project that gathers data on ship movements and traffic patterns to ensure
cargo containers reach the harbor at the right time to optimize processing and delivery.
Challenges for employees and HR: In the short term, automation will displace some low-
skilled workers who perform simple, repetitive tasks. However, employment overall will
increase in the next decade, albeit with a requirement of different skills. The increasing market
demand for software that leverages connectivity and analytics means employees with
competencies in IT and software development will be highly sought after. Some manufacturers
are beginning to recruit “Industrial Data Scientists” to conduct advanced data analytics, program
robots and improve processes. Mastering this skill transformation will be an important survival
tactic.
38
There are also some issues from various other perspectives, those will require addressing, such
as:
Economic:
 High economic costs

 Business model adaptation
 Unclear economic benefits/ excessive investment
Social:
 Privacy concerns
 Surveillance and distrust
 General reluctance to change by stakeholders
 Threat of redundancy of the corporate IT department
 Loss of many jobs to automatic processes and IT-controlled processes, especially for blue
collar workers
Political:
 Lack of regulation, standards and forms of certifications

 Unclear legal issues and data security
Organizational/ Internal:
 IT security issues, which are greatly aggravated by the inherent need to open up those
previously closed production shops
 Reliability and stability needed for critical machine-to-machine communication (M2M),
including very short and stable latency times
 Need to maintain the integrity of production processes
 Need to avoid any IT snags, as those would cause expensive production outages
 Need to protect industrial know-how (contained also in the control files for the industrial
automation gear)
 Lack of adequate skill-sets to expedite the transition towards the fourth industrial
revolution
 Low top management commitment
 Insufficient qualification of employees
39
Some Important Indicators of World Wide Progress of Nations towards Industry 4.0
40
41
Recommendation
The work of the future will be very different from the traditional work, so traders will also
require some different skills than those they have today. Influence on the human factor is linked
to four elements:
Organization and structure: In the future factory will increase the need for skilled digital work,
will decrease the need for manual work, and will provide the worker with the exact information
they need in real time or in a certain situation to perform their task efficiently. Workers are able
to control and monitor production processes through the analysis of data and information
supported by these devices. Intelligent systems will further make it possible for the worker to
make qualified decisions in a shorter time. Collaborative robotics will share a work station with
humans. These robots support the worker, for example, in situations that are critical with respect
to ergonomics. Intelligent tools and technologies will become more autonomous and automated,
but the supervision and efficient application of machines by humans will become more important
than ever before.
Tools and technologies: Technologies can perform at high efficiency if the organization and
structure of a company provide the right environment for them. So, a significant change in the
used technologies should and will proceed jointly with a significant change in organization and
structure Workers, capable of working with the information and data flow, will not necessarily
bound to a certain production area anymore, but the new operator skills will improve job
management by making it more qualified, responsive, and more decision-making.
Working environment: In the recent past, the world of industrial production was perceived
from the outside as being a dark and dirty place with no windows where raw physical work is
carried out by a horde of. The perception of the working environment of the future will again be
different. The future working environment will be an open and creative space. Work will be
more flexible and transparent, more planned, and balanced. Surely, the homework will increase.
Modern assistant systems will provide the workers with the ability for quick decision-making
despite the increased complexity of their job contents. The work will be improved with respect to
ergonomics. In particular, non-ergonomics processes are likely to become automated to improve
the production workers’ conditions.
Organizational cooperation: In the factory of the future, intra-organizational cooperation and

communication will be fundamental. Networking and interconnectedness are focal components
of the Industry 4.0. Workers will collaborate and communicate real time without borders using
smart devices. The Internet provides the possibilities to meet globally in virtual rooms at almost
any time and to reach out for required information as needed. All kinds of information and data
will be ubiquitous and at the fingertips of the workers leading to a whole new level of knowledge
management. Humans communicate with other humans and with intelligent machines.
42
It is necessary to define a model to identify the skills of operators required in the factory of the
future, from the school’s point of view, and after school. Here, below is a summary of the main
phases required to ensure appropriate skills.
Phase #1: Education. It is necessary to attract the attention to the manufacturing topics already
in the school education system. The ideal would be the creation of educational courses required
for the introduction of the systems behind the factory of the future, to prepare future workers.
Similarly, computer courses and foreign language that often are optional should be mandatory.
The school placements should become more common, limiting the bureaucracy. Fundamentals
are also visits to smart factories, to introduce students to the company and to give the company
the opportunity to present their technologies.
Phase #2: School (work transition). Professional development courses are crucial to giving a
first technical qualification to future workers. Workshops are recommended as they strengthen
technical skills and qualifications. Workshops cannot only tackle both technical issues but also
refine soft skills (self-management, teamwork, stress management, etc.) that are fundamental to
the worker. The collaboration of university companies that allows adapting the student profiles
with the demands of the companies is very important. Students will b contact with companies
through their university. Developing professional bachelor’s degrees to train the intelligent
factory operator and give more insights than those already provided in high school and to
develop technical skills and soft skills. Finally, the internships are very important, as they allow
students to know experiences in the company. They include not only both technical aspects but
also interdisciplinary models such as personal skills and teamwork.
Phase #3: Continuous training. The last phase involves the continuous training of the operator
in the workplace. Companies can only be competitive by investing in continuous training and
improvement. Accenture reviewed more than 300 US manufacturing companies between 2013
and 2014 and found that 80% of companies invest around $ 1000 each year in training of each
employee. Professional courses enhance technical and personal skills such as World Class
Manufacturing or Six Sigma belt, which also enable certifications.
43
Conclusion
The third Industrial Revolution—the digital age that began in the mid-twentieth century—was
about computerization. The fourth Industrial Revolution we are experiencing today builds on this
first wave of computerization with the latest, rapidly evolving and disruptive advances in
technology: the Internet of Things, the Industrial Internet, robotic process automation,
autonomous vehicles, artificial intelligence, 3D printing, cyber-physical systems and connected
wearable devices. As these sophisticated tools and technologies begin to converge, the impacts
of the fourth Industrial Revolution are starting to become evident across many industries.
Revolutions are, by definition, dynamic, disruptive and destructive. The fourth Industrial
Revolution presents near-unlimited opportunity for those enterprises that are able to adapt
quickly and embrace change. Lethargic companies that treat this as a peripheral phenomenon
may not survive at all.
44
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Industry 4.

0: Prospects and Challenges in the RMG Industry of Bangladesh

Background of the Study

Objective and Statement of the Problem

Primary Sources: None

 Relevant books, Newspaper, journals etc.

1. Select the topic

Scope of the Study and Its Significance

 Services and business models

Phases of Industrial Revolution

1st Industrial Revolution (1760 to 1840):

2nd Industrial Revolution (1870 to 1940):

3rd Industrial Revolution (1960 to 2010):

4th Industrial Revolution (2014 to present Time):

Based on cyber-physical system (CPS). It is a system of collaborating computational elements

The functionality of a CPS can be summarized in five levels, as defined below:

• Safer and more efficient systems

• Reduce the cost of building and operating the systems

• Build complex systems that provide new capabilities

• Reduced cost of computation, networking, and sensing

• Enables national or global scale CPS’s.

 Connection (sensor and networks)

Comparison between Traditional and 4th Generation Factories

Futuristic Scenario of a production Facility

Building Blocks of Industry 4.0

Industry 4.0 Drivers

 Digitization and integration of vertical and horizontal value chains:

 Digitization of product and service offerings:

 Digital business models and customer access:

Reaching customer satisfaction is a multi-stage, never-ending process that needs to be modified

Benefits & Examples of 4th Industrial Advancements

The Current Scenario of RMG Industry of Bangladesh

Obstacles Faced by the RMG Industries

 Gender Discrimination in terms of payment and setting work responsibilities: 67%

 Lack of workplace compliance in terms of work environment and concern for

Position of Bangladesh towards the Path of 4th Industrial Revolution

There are three major challenges we have to face as developing nation:

 Training of operators with specific skills in managing digital jobs.

The implementation of an Industry 4.0 system involves significant changes to business

 High economic costs

 Lack of regulation, standards and forms of certifications

Organizational cooperation: In the factory of the future, intra-organizational cooperation and

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