AlllDb 13fi73fl I PUBUCATIDNS

NBSIR 80-2020

Standardization and Measurement

Services in the Sudan

Authors:

H. Steffen Reiser, Benjamin M. Gutterman, Gain L. Louis, Joan M. Pring, John K. Taylor, Albert D. Tholen

Editor: Cathy A. Smith

Office of International Relations

National Bureau of Standards

U.S. Department of Commerce

Washington, DC 20234

Held February 25 - March 8, 1978

Issued August 1980

Survey Director: Honorable Sayed Abdel Atif Widaatalia

Deputy Minister • Democratic Republic of the Sudan

International

Team Members: Mohamed Benkirane, Morocco

Abdulla Fadlalla, ASMO

Benjamin M. Gutterman, U.S.A.

Eng. Herudi Kartowisastro, Indonesia

Gain L. Louis, U.S.A.

H. Steffen Reiser, U.S.A.

Joan M. Pring, England

Mahmoud Salama, ASMO

John K. Taylor, U.S.A.

Albert D. Tholen, U.S.A.

A Report of a Survey Conducted Jointly by the National Bureau of

Standards and the Agency for International Development RASA TA(CE)5-71)

1 1 S DEPARTMENT OF COMMERCE

Oc ^JAL BUREAU OF STANDARDS

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NBSIR 80-2020

STANDARDIZATION AND MEASUREMENT

SERVICES IN THE SUDAN

Authors:

H. Steffen Reiser, Benjamin M. Gutterman, Gain L. Louis, Joan M. Bring, John K. Taylor, Albert D. Tholen

Editor: Cathy A. Smith

Office of International Relations

National Bureau of Standards

U.S. Department of Commerce

Washington, DC 20234

Held February 25 - March 8, 1978

Issued August 1980

Survey Director: Honorable Sayed Abdel Atif Widaatalia

Deputy Minister

Democratic Republic of the Sudan

Prepared for Agency for International Development

Department of State

Washington, DC 20523

U.S. DEPARTMENT OF COMMERCE, Philip M. Klutznick, Secretary

Luther H. Hodges, Jr., Deputy Secretary

Jordan J. Baruch, Assistant Secretary for Productivity. Technology, and Innovation

NATIONAL BUREAU OF STANDARDS, Ernest Ambler, Director
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Table of Contents

Page

I. Executive Summary 1

II. Introduction 5

III. BackgroTond 10

IV. The Itinerary 12

IV-1. Visit to Governmental Authorities 12

IV-1-1. Visit to the Ministry of Industry,

Khartoiim 12

IV-1-2. Visit to the Ministry of Commerce,

Quality Control Section, Khartoum North . lU

IV-1-3. Visit to the Office of Weights and

Measures of the Ministry of Trade and

Supply, Khartoum North; and Medani ... 15

IV-l-U, Visit to the Industrial Research and

Consultancy Institute of the Ministry of

Industry, Khartoum 19

IV-1-5. Visit to the Chemical Laboratory of the

Ministry of Health, Khartoum 21

IV-1-6. Visit to the Department of Occupational

Health in the Ministry of Health,

Khartoum 23

IV-l-T. Visit to the University of Khartoum ... 23

IV-1-8. Visit to the National Council for

Research, Khartoum 25

IV-1-9. Visit to the Port Sudan Port Authority,

Port Sudan 26

IV-1-10. Visit to the Ministry of Industry,

Khartoum . 27

IV-2. Visits to Industrial Organizations 27

IV-2-1. Visit to the Building Materials

Corporation, Khartoum 27

iii
IV-2-2. Visit to the Modern Match Production

Company, North Khartoum 28

IV-2-3. Visit to the Rainbow Paint Company,

North Khartoim 30

IV-2-U. Visit to the Bittar Company, Ltd. , at the

Soap and Allied Industries Division,

Khartoum 30

IV-2-5. Visit to the Khartoum Tannery, Khartoum . 31

IV-2-6. Visit to the Port Sudan Refinery, Port

Sudan 32

IV-2-7. Visit to the Denied Sugar Factory,

Southeast of Khartoum 33

IV-2-8. Visit to United Plastic Industries,

Khartoum 33

IV-2-9. Visit to the International Perfume and

Toilet Industries Company, Khartoum ... 3^

IV-2-10. Visit to the Sudanese Liquid Air Company,

Khartoum 35

IV-3. Food and Drug Industry 36

IV-3-1. Visit to the Food Research Center

(Agricultural Research Institute,

Ministry of Agriculture, Khartoum North . 36

IV-3-2. Visit to the Food Industries Corporation

Khartoum North 38

IV-3-3. Visit to Sudan Oil Mills, North Khartoum. 39

IV-3-U. Visit to the Sudanese Paste Company,

Khartoum HO

IV-3-5* Visit to the Milk Corporation, Kioku,

Khartoum North ^1

IV-3-6. Visit to The Blue Nile Brewery, KhartoTom. hi

IV-3-T* Visit to the SAAD Sweets Factory,

Khartoixm h2

IV
IV-3-8. Visit to the Abdo Rabho Flour Mills,

Port Sudan 43

IV-3-9* Visit to the El Shiek Oil Company,

Port Sudan 45

IV-3-10. Visit to the Pharmaceutical Industries

Laboratory, Khartoum 45

IV-3-11. Visit to the Karam Biscuit Factory,

Omdurman 46

IV- 3-12. Visit to the Floirr Mills Corporation,

Khartoum 47

IV- 3-13. Visit to the New Industries Co.(s) Ltd.

(Pepsi Cola), Kharto\am 48

IV-3-14. Visit to the Sphinx Macaroni Factory,

Khartoum 49

IV-3-15* Visit to Union Carbide, Khartoum .... 50

IV-3-16. Visit to the Agric\ilt\iral Research

Corporation (ARC) (Gezira Research Station),

Medani 51

IV-4. Visits to Cotton Textiles Industry 51

IV-4-1. Visit to the Khartoum Polytechnic,

Khartoimi 51

IV-4-2. Visit to the Khartoum Spinning and

Weaving Factory, Khartoum North 52

IV-4-3. Visit to the Omdurman Knitwear Factory,

Omdurman 53

IV-4-4. Visit to Ascindco, Ltd. , Khartoum North . 54

IV-4-5. Team Visit to the Kharto\mi Socks Factory,

Khartoum North 54

IV-4-6. Team Visit to the Red Sea Spinning

Company, Ltd. , Port Sudan 55

IV-4-T. Team Visit to the Sudanese Industries

Association and the Sudan Cotton Growers

Association, Khartoiom 56

V
IV-^-8. Team Visit to Hilal's Factory, Omdiirman . 57

IV-U-9. Team Visit to the Hermired Textile

Factory, Omdurman 57

IV-U-10. Team Visit to the Sudan Textile Industry,

Ltd. , Khartoum North 58

lY-k-11. Team Visit to the Friendship Textile Mill,

near Wad Medani 58

IV-U-12. Team Visit to the Sudan Gezira Board,

Barakat . 59

IV-U-I3 . Team Visit to the Barakat Ginning Factory,

South of Wadmedani 60

V. Conclusions 6l

A. Food Industries 6l

B. Weights and Measures Group 65

C. Chemical Industries Group 69

D. Standards and Quality Control Group 72

E. Textile Group 7^

Appendix A: Ministry of Commerce and Supply J8

Appendix B: Participants 8l

Appendix C: Abbreviations Used in this Report 83
I. Executive Summary

A ten member international team advisory to the Government of the

Sudan's Ministry for Industry on Sudanese standardization and

measurement services was organized by the U.S. National Bureau of

Standards with financial support divided about equally between the

U.S. Agency for International Development and the Sudan. The team

function was to survey Sudanese standardization and measurement

services in support of development and consisted of the Secretary

General of the Arab League Organization for Standardization and

Metrology, the Assistant Secretary General of ASMO, senior

representatives of the standardization communities of Indonesia,

Morocco, the United Kingdom, and four members of U.S. standards

agencies. The Sudan provided a local counterpart Survey Team of

fifteen senior officials under the chairmanship of the Deputy Minister

for Industry and the organizational directorship of the Acting

Director General of the Sudanese Department of Standardization and

Quality Control. In the two weeks in which the combined team traveled

in the Sudan, the international visitors put their collective

knowledge and experience at the disposal of Sudanese colleagues. The

Survey was excellently organized by the local team members who spared

no effort or expense to make the Survey successful. Feelings of

unanimity on the importance of the Survey mission led to understanding

and lasting personal friendships between team members.

In Section II, Introduction, the report describes NBS activities in

support of development activities of AID including previous similar

surveys and the discussions between the Sudanese authorities, NBS, and

ASMO, that led to the plan of this Survey.

In Section III, Background, a thumbnail sketch of the Sudan is

followed by an analysis of the previous year's report on "National

Standards" by Dr. R. S. Winser, under the auspices of UNESCO and UNDP.

The function of this Survey in effect was to reemphasize the sound

views expressed in the Winser Report regarding the importance of

standardization and measurement services in a developing economy.

Rather than duplicating the Winser study, the Survey Team set out to

disseminate the message on the widespread benefits of standardization

and measurement technology to selected sectors in the Sudan with the

assistance of highly experienced technical experts from the

corresponding sectors in other nations. The detailed mechanism

outlined in the Winser Report for organizing infrastructure services

in standardization in the Sudan is recognized as one solution of the

existing desperate need. Without such an infrastructure, development

in the Sudan will be slowed and made more costly. The Survey Team,

however, feels that the mechanism, which is proposed in the Winser

Report and which would be provided by one centralized agency, is only

one good choice at the disposal of the Sudanese Government. Another

1
good alternative is to build on exisiting institutional expertise

through a process of Interagency coordination and cooperation,

including the universities and the private sector. The Department of

Standardization and Quality Control would need encouragement to see

its mission and expertise extended to benefit other sectors—such as communications, health, nutrition, building, etc. , without seeking

regulatory authorities clearly established in other ministries.

Similarly, the Institute for Industrial Research and Consultancy could

be more widely recognized as an existing unexcelled Institution for

standard measurement methodologies and test facilities coupled with a staff with good technical background.

Yet another option can be based on the successful example of the

Sudanese textile industry that looks to Khartoum Polytechnic to

prepare students for their future technical role in industry.

Similarly, the Engineering Faculty of the University of Khartoum could

take a much more active role in preparing students for contributing to

the technology of measurement throughout Sudanese Industry and

commerce. Ultimately, it is for the Government to recognize these

functions as of primary relevance to development and then to decide

whether to strengthen the existing organizations or to transfer the

functions of standardization, quality control, and measurement to one new organization not tied to any one ministry as the Winser Report

suggests.

In Section IV of the Report, the itineraries are described. All 48

Sudanese organizations in government and industry were visited, some several times, so that specialist groups within the team were given an opportunity to appraise the use and to identify unfulfilled needs for

standards and measurements to benefit these sectors. It is through

the open discussions at all these visits that the principal benefit of

this Survey should be seen. The notes on these visits can only

partially reconstruct the useful technical exchanges that occurred.

In Section V, the team subgroups on food Industries, weights and

measures (in retail markets), chemical industries, standards and

quality control, and textiles report their conclusions through their

appointed coordinators, in accordance with similar summaries and warm

personal appreciations presented verbally to the Minister of Industry

at the end of the Survey. Mr. B. M. Gutterman, speaking as coordinator

for the Food Industries Group, praised the industry, its enormous

potential, and the existing competence in standardization. However,

the group saw the urgent need for development of consensus standards,

and the possibility of costly losses for lack of standards in

production, storage, containerization, and handling. More education,

greater number of specialists, and a careful choice of research topics

would be found to be cost effective in this field, especially in the

future when the Sudan could look forward to far greater food exports.

2
Mr. A. D. Tholen, speaking for the Weights and Measures Group, represented a sector in which the Sudan can proudly show a well-organized and

coordinated group that provides a technically sound consumer-oriented

service to retail markets. Moreover, under the Ministry of Commerce^

this program has itself produced a sound expansion plan, including

noble metal assays, for a rising standard of living, quality of life,

and consumer consumption in the Sudan. In detailed comments the group

saw some fields, e.g., of weighing large masses, where the need was outstripping existing capabilities. They pinpointed some areas, e.g.,

prepackaged goods, in which a revision of the basic law was needed.

Written procedures for measurement device examination are advocated.

The greatly increased training plans are strongly endorsed. Most of

all, the group feels that the planned upgrading of the laboratory

facilities, the increase of staff at existing local branches, and the

number of such branches* far from being too ambitious, are probably too

modest by far. Whenever a country expects to control a trade volume

by an authority funded by much less than a thousandth part of the

value of that trade, wide technical competence and relative freedom

from fraud cannot be achieved even with the most highly competent and

devoted staff. In another country, a similar Survey Team estimated

that the loss to the consumer through fraud at the point of sale

averaged approximately 4 percent.

Dr. J. K. Taylor, coordinator for the Chemical Industry Group,

reported a growing, well motivated Industry where discussions on measurement and standardization were welcome. Problems of standards

in import, export, communications, and transportation naturally

affected the chemical industry also. Analytical facilities are

lacking the convenience and cost effectiveness of modern Instrumental

methods, with a consequent loss of applicability of chemical analysis

to production controls in chemical industry. Equally serious to the

hoped for expansion of this industrial sector is the apparent lack of awareness of the usefulness of standard reference materials. A selfreliant, small-scale chemical industry can only establish itself in the

Sudan with a central chemical measurement service function which needs

a captial expenditure equivalent to several million dollars. It could

be based, for instance, on the existing Industrial Research and

Consultancy Institute.

Miss Joan Pring, coordinator for the Standards and Quality Control

Group, reported that as in all other countries visited by NBS/AID

Survey Teams, the levels of understanding of standardization concepts

varied from good to poor.

However, an examination of the various systems of any country showed

that a high degree of standards activities benefited all. The

implementation of the principal recommendations of the Winser Report

is strongly advocated including a 'Standards law for a strong national

standards capability coupled with mechanisms for good coordination

between agencies such as the present Department of Standards and

3
Quality Control, the Industrial Research and Consultancy Institute,

and others.

Mr. Gain L. Louis reported as coordinator for the Textile Group.

There was a great deal of standards competence in the industry.

Quality control is well practiced in some larger mills, but if worldwide competitiveness is an aim of this Sudanese sector, it needs to be

universally applied. Standard labor and safety practices are advocated to reduce costs. Standard humidity control would probably

eliminate the "honeydew” problem, caused by a sticky, sugar-like

substance which seriously affects processing and quality of the

product. The assistance from the People's Republic of China and the

training of textile technicians at the Khartoum Polytechnic are highly

praised. Lack of standardization of replacement parts for textile

machinery from many parts of the world is a problem faced by an

effective small-scale Sudanese support industry to supply most spares.

The leaders of this industry had listened with interest to a lecture

on U.S. research in support of the cotton textile industry.

h
II. Introduction

At the request of the U.S. Agency for International Development, the

National Bureau of Standards has since 1970 engaged in experimental

projects of consultation and support for less developed countries.

The objective is to assist their ovm efforts in building up a technical infrastructure in standardization and measurement services.

Without such infrastructure, no country has succeeded in economically

viable industrialization programs, which are on the development

schedules of almost all AID countries.

One of these NBS projects is to arrange for a visit to such a country

for an international team of about ten expert consultants at the

request of its Government. These consultants would survey for a period of two weeks the relevant facilities and expertise, available

or needed, and place their knowledge and experience at the disposal of

the host country. They would visit and consult with Government,

industry, and academic leaders on previously requested topics concerned

with standardization or measurement technology.

When members of the Sudanese Government heard and studied such NBS/AID

Surveys to Ecuador, Turkey, Korea, Thailand, Bolivia, and the

Philippines, they showed an interest and decided to consider

requesting AID to undertake such a Survey of Standardization and

Measurement Services in the Sudan. NBS had not previously undertaken

such a mission to an Arab country but had successful projects in

cooperation with the Arab League Organization for Standardization and

Metrology of which the Sudan is a member country. NBS requested ASMO

participation in the proposed planning and possible execution of this

Survey. The enthusiastic approval by both ASMO and the Government of

the Sudan convinced NBS to go forward with planning a Survey in the

Sudan. H. Steffen Peiser, Chief of the NBS Office of International

Relations, made an exploratory visit to Khartoum in December 1977 from

which he reported in part as follows:

Purpose of Trip ; Accompanied by a representative of the Arab

Organization for Standardization and Metrology (ASMO) to discuss with

the Ministry of Industry of the Democratic Republic of the Sudan the

proposed NBS/ASMO/AID Survey on Standardization and Measurement

Services in the Sudan.

Accompanied by ; Abdulla Fadlalla, Assistant Secretary General,

ASMO

Trip Summary ; An exploratory visit was undertaken to Khartoum to

decide on the implementation of the proposed plan for a February/March

1978 NBS/ASMO/AID Survey of Standardization and Measurement Services

5
in the Sudan. I was fortunate to be guided by Engineer Abdulla

Fadlalla, Assistant Secretary General of the Arab Organization for

Standardization and Metrology and former Deputy Minister for Industry

of the Sudan. He has close friends in all relevant departments and it

is due to him that a widely accepted plan could be elaborated and

accepted wholeheartedly by the Minister for Industry, Dr. Bashir

'Abbadi, whom we first met on arrival at the airport late on December

13.

Visits on December 14

At the Department of Standardization and Quality Control (DSQC) of the

Ministry of Industry, the Director General, Mr. Suliman, met us although he was on leave, while his deputy, Mr. Ahmad Lutfi , was given

the responsibility of organizing the proposed survey.

The following specialized topics were to be included in the Survey:

1. Food - Visiting team

Fadlalla /Gutterman

2. Weights and Measvures - Visiting team

Kiranne/Wollin

3. Chemical Industry

AvTii/LaFleur

4. Standard J Committees and Interagency Coordination

Salama/Peiser

5. The machine industry and dimensional metrology was unfortunately not favored by the Sudanese Government, but contrary

to previous indication, a strong request was made for the cotton

textile industry. I promised to organize a visiting team pair.

Building technology also was not favored as a specialized topic

Apart from plenary meetings on the first and last days, most of the

activities of the survey will be split by subgroups.

For prior reading by the visiting team, Mr. Lutfi recommended:

1. "Applied Metrology—A Survey of Existing Metrology Facilities,"

by S. Al-bott, June 1972.

2. "Standardization in the Arab World," by A. Sharif, UNIDO;

3. "Sudanese Council for Research Standardization and Metrology,"

by R. S. Winser, formerly of BSI under the auspices of UNESCO.

There existed an Investment Law of 1968 which related to standardization. Library facilities and ASMO contacts are said to meet Sudanese present needs. Mr. E. A. Awad-,who corresponded with NBS

in 1975, still is on the staff of DSQC.

6
At the Industrial Research and Consultancy Institute (IRCI),we were,

in the absence abroad of the Director , received by the Head of the

Administrative and Financial Department, Mr. Mohed Hafiz Elsanhory.

The Institute has test laboratory facilities used extensively by the

DSQC. IRCI will support and cooperate with the proposed survey. The

interests of IRCI in building technology again was not mentioned, but

during the Survey, I will try to be in touch with the specialists who

have visited and impressed CBT of NBS (Mr. Obeid and Mr. Mowaia El

Sheikh)

.

The Standards Section of the Ministry of Commerce and Supply (SSMCS)

is concerned with weights and measures as well as in the future with

gold and silver assays. We were received by Mr. Babiker, who spent two

years with the Board of Trade in London. He, too, was clearly looking

forward to participation in the Survey in expectation of benefit to SSMCS

.

Although the Minister of Commerce and Supply, the Hon. Mr. Haroun, was known to favor the Survey, it proved impossible to arrange a meeting.

When we left our cards, however, we were most encouraged in our plans

by Underminister Mohieldin Mcgood Shora and other senior officials^

including Secretary Ali Eltahir Hassan.

We had a thorough and meaningful discussion with Mr. Gordon Peirson,

U.S. Agency for International Development representative in the Sudan.

He was interested in NBS functions in the United States and its

proposed reorganization. He focused attention on possible

implementation of recommendations of the Sxirvey and emphasized that he was interested in the Survey without being able to offer direct

support. Moreover, he wanted it to be clearly understood that his

Mission was in no way committed to any implementation projects. He

also emphasized that the formal approach to his Mission from the GOS was now very urgent if we insisted on the February 24th start.

At the formal meeting with the Minister of Industry attended by the

Underminister for Industry, Mr. Lutfi, and others, we were given the

opportunity to describe our plans in some detail. The scheme was given the Minister's full approval. Funding and formal approach

through the GOS Planning Commission would be initiated without delay.

In our farewell discussions, Mr. Lutfi correctly emphasized the need

for rapid and clear communications for planning the technical

itineraries. I undertook to request survey participants to write down

as soon as possible their wishes and ideas of visits they would like

to have arranged. Personally, I have admired the. Sudanese support and

participation in the U.N. University programs and wouJ.d like to be in

touch with the groups concerned, I guess at tne University of

Khartoum.

I also believe each of the team members from abroad should be prepared

to offer one lecture to any interested audience. Team members should

communicate the proposed title as soon as possible. My title might be

"The Outcome of Previous Country Surveys on Standardization and

Measurement Services." These lectures will presumably be in the

7
evenings followed by a discussion, all with small audiences. The rest

of the day's work appears to end at about 2 p.m. when as many as possible of the members from abroad should try to interact with each

other over lunch. The team from abroad will invite our Sudanese

friends and colleagues to an evening dinner at the Khartoum Hilton on

Wednesday, March 8.

A separate project under the NBS/AID program for development is to

organize regional seminars on selected standardization topics. NBS

provides guidance, discussion, and publication of such seminars of

interest to a group of countries in a region. ASMO had proposed such

a seminar in the Sudan immediately following the Survey on "Standards

and Measures in Industrial Development." Whereas NBS was prepared to concur with that idea also, Mr. Lutfi considered the planning time 'too

short and favored postponement of the NBS/ASMO/AID Regional Seminar

until after there had been time to assess the implementation and

effects of the Survey. While agreeing to that postponement. Reiser was not authorized to commit the funding for such an indefinite time

in the future. However, NBS would continue to be open for such a proposal provided suitable outside funding could be obtained.

So the plans for the Survey went ahead in exact accordance with the

proposals made by the Government of the Sudan. Team arrival in

Khartoum was arranged for on or before Friday, February 24, 1978.

NBS was fortunate to assemble a most distinguished and qualified

visiting team for the Survey. ASMO was represented by its Secretary

General, Dr. Mahmond Salama, and his Assistant Secretary General,

Abdulla Mohammed Fadlalla. The organizational leadership was provided

by Mr. H. Steffen Reiser, Chief of the NBS Office of International

Relations. NBS invited the British Standards Institution to provide a team member in view of the historic relationship between Great Britain

and the Sudan, and especially because of the excellent previous study

on the Sudanese "National Standards" by Dr. R. S. Winser, working on behalf of the U.N. Development Rrogram through UNESCO. BSI accepted

and selected Miss Joan M. Rrlng, Joint Secretary (International). The

regulatory agency for weights and measures in retail markets of

Morocco is headed by Mr. Mohamed Benkirane, who also chairs the

relevant ASMO subcommittee. His survey team membership was welcomed

by all parties. Mr. Herudi Kartowisastro is Director of the National

Institute for Instrumentation of Indonesia and is secretary of the

country's Committee for Calibration, Instrumentation, and Metrology.

The Indonesian Government and National Institute of Science readily

agreed to Mr. Kartowisastro * s participation in the international team.

Since food standards are not part of the NBS mission, the U.S. Food

and Drug Administration made available Mr. Benjamin M. Gutterman,

Assistant Director for Technology, Bureau of Foods. Similarly, NBS is

indebted to the Agricultural Research Service of the U.S. Department

of Agriculture for permitting Mr. Gain L. Louis, with outstanding

experience in cotton textiles, to join the team. Finally, two of

8
Peiser’s colleagues at NBS, Dr. John K. Taylor, a most experienced

analytical chemist, and Mr. Albert D. Tholen, Chief of the NBS Office

of Weights and Measures, completed the team that certainly had wide

knowledge in standardization within the five topics selected by the

Government of the Sudan: Food, Weights and Measures, Chemical

Industry, Standards Committees and Interagency Coordination, and

Cotton Textiles.

9
Ill . Background

Within the Sudan, a large African country, remarkable climatic and

cultural transitions occur. The Niles, the Red Sea ports on the northeast, the desert in the west, the many mountainous areas and the rainy

equatorial south all impart their diverse characteristics to a country

rich in natural and human resources. The educational level of much of

the population is at present inadequate for many trades and

professions. The most highly educated Arab population, therefore, is

predominent in Khartoum and in government agencies, but participation

by persons of partial Negro or Berber descent is by no means

discouraged. Arab people lay stress on loyalty, individual pride,

friendships, traditions^ and religious observances. Agriculture with

Sudan is highly productive and gives promise of much further

expansion. Potential ample food for all Arab natiqns could be grown

here near the banks of the Niles. Cotton and food processing as well

as some manufacturing have developed in the Sudan, but some infrastructure systems such as transportation have lagged and slowed

progress. There has been wide-spread self-criticism that

standardization, quality control, and measurement technology are now

inadequate for the current needs of the country.

Earlier in 1977 a UNESCO planning team has reported on a comprehensive

six months' study on "Science and Technology Policy, Planning, and

Management in the Sudan." Among the eight parts of this study was

that conducted by Dr. R. S. Winser, an experienced British standards

specialist, on "National Standards." His carefully considered

recommendations can be summarized as follows:

Responsibility for standardization in the Sudan should be placed

firmly in one strong autonomous National Standards Organization

established by law. It should also have authority on a reimbursable

basis to issue certificates of conformity with standards as quality

assurance of selected products especially where health safety and

international trade are involved. This organization should be

supervised by a Council in which many ministries and other major

interests would be represented, and it should be placed under the

auspices of the National Planning Commission, a supra ministerial body.

The certificates would be based on tests performed at accredited

laboratories in the public and private sectors including the

universities. The National Standards Organization should provide an instrument calibration unit in conjunction with a recording system of

all equipment used for testing or measuring. This function could be

delegated to the National Council for Research. Manufacturers should

be expected to have quality control systems under the surveillance of

the National Standards Organization, whose staff would also be

competent to offer professional advice on appropriate test and control

procedures. The Winser Report also stresses the considerable training

10
requirements, the essential considerations of an attractive salary

structure, the effort needed to create an awareness of the importance

of standardization throughout all sectors, the support of

standardization through government purchasing procedures, and the

office facilities and skills needed to operate a standards committee

structure. Significant suggestions are made in appendices for job

descriptions and a law to provide for the establishment of the

Sudanese Organization for Standards and Quality Assurance.

With such a comprehensive report in the hands of the Sudanese

Government, it may seem surprising why the interest in an NBS/AID

Survey developed. The preliminary discussions with Peiser could have

left little doubt that the elements and functions of a standardization

system would again be recognized during the Survey and they would not

greatly differ from those specified by the Winser Report. Maybe the

Government wished simply a confirmation of Winser 's recommendations.

It is likely that an advantage was seen in the diverse expertise

available for the Survey Team to make more specific recommendations in

sectors of importance to the Government. It is also possible that

implementation of Winser 's recommendations was delayed by the rather

rigid organizational proposals that were made. In the preliminary

discussions, Peiser had stressed that whereas standardization and

measurement was of critical importance in all development, the

mechanisms for achieving a national standards system were open to wideranging choices depending on political, cultural, existing

institutional, and other considerations which best suited self-reliant

decisions by Sudanese sovereign authorities. It is true, of course,

that one single National Standards Organization can be a very good

national choice, but it is only one of several institutional

arrangements. In fact, it is neither the one which has developed in

the United States or Britain nor is it that chosen by Egypt and India

after their independence. NBS/AID was not likely to attempt to make

such specific recommendations on organizational mechanisms. After

reading the Winser Report, Peiser recommended to the team members to

avoid undue overlap with the previous study, and to avoid unnecessary

comment on decisions best left to the Government of the Sudan. The

background, therefore, permitted the NBS/AID Survey to add substantially

to the benefits that the Sudanese Government might draw from the

Winser Report.

11
IV. The Itinerary

With minor changes the team followed the program laid out by our

hosts, under the leadership of Mr. Ahmed Lutfi. As discussed with Mr.

Steffen Peiser during his Survey planning visit to Khartoum three

months before the Survey, the itinerary included visits to:

1. Governmental Authorities.

2. Industrial Organizations.

3. Food and Drug Industry.

4. Cotton Textiles Industry.

The visits in this report are summarized under the above categories

which should not be confused with the subgroups into which the Survey

Team was split in order to cover within a two-week period

representative samples of organizations covering a country as varied as the Sudan in its culture, its climate, its population, and its products.

All subgroups took part in the opening and closing sessions as well as

some other visits. Moreover, there was often a grouping of several

subgroups into the same visit, and all subgroups took part in some visits in all categories.

The record shows which team members participated in which visits, but

this report, for sake of brevity, does not give this detail.

The complexity of the itinerary in itself is an achievement uncommoiily

attempted in less economically developed regions of the world. It is

necessary to record the remarkable success due to Mr. Lutfi, who will

look back on this harassing experience as one that introduced his

organization to a standard mode of operation which could assist the

Sudan in the future since all national standards organizations, to

fulfill their function effectively and efficiently, must maintain a most complex pattern of contacts and communications.

IV-1. Visit to Governmental Authorities

IV-1-1. Visit to the Ministry of Industry on February 25 in

Khartoum

All team members were present for the initial briefing session. The

Sudan was represented by the Survey Director, the Deputy Minister for

Industry, the Honorable Sayed Abdel Atif Widaatalla with:

12
Dr. Fareed Alraih

° Sayed El Amin El Awad

° Sayed Ahmed Babiker

° Sayed Awad Dafalla

° Hassan Mohi El Din

° Dr. Abdel Gadir Mohd. Abdel Gadir

° Dr. Ibrahim Hassan

° Sayed Tag El Sir Mohd. El Hassan

° Sayed Hassan Kambal

° Sayed Ahmed Mohd. Lutfi

° Sayed Mohd. Nur Mahgoub

° Sayed Zakria Abdel Nabi

° Sayed Abdel Gadir Suliman

° Sayed Jozeph Zaki Boutros

° Sayed Yousif Zaki

The team members from abroad were:

° Mr. Abdulla Mohamed Fadlalla,

Arab Organization for Standardization

and Metrology (ASMO)

° Mr. Benjamin M. Gutterman, U.S.A.

° Mr. Herudi Kartowisastro , Indonesia

° Mr. Mohamed Benkirane, Morocco

° Mr. Gain L. Louis, U.S.A.

® Mr. H. Steffen Peiser, U.S.A.

° Miss Joan Pring, U.K.

° Dr. Mahmoud Salama, ASMO

13
Dr. John K. Taylor, U.S.A.

° Mr. Albert D. Tholen, U.S.A.

During this opening session of the Survey, the team was received by

the Minister, the Honorable Dr. Abbadi Bashir.

After opening remarks stressing the NBS/ASMO cooperation and

Introductions by Mr. Peiser of the foreign team members, the Minister

gave a summary of the industrial history of the Sudan and outlined the

national development goals —in priority order: for cotton, sugar,

leather, oils, building materials, food, fertilizer, pharmaceuticals^

and pesticides. The Ministry is responsible for all added value given

to agricultural products. Encouragement of the substitution of

imported by domestically produced goods is a national policy. The

Minister stressed a close partnership between the public and private

sectors which have an approximately equal share estimated by ownership

of Industrial production capacities. The need for standardization and

measurement for quality assurance was recognized. The Minister and

his Deputy, the Honorable Sayed Abdel Atif Widaatalia, who was appointed Survey Director, welcomed the foreign team with great warmth

and considerable expectation of benefit to the country.

IV-1-2 . Visit to the Ministry of Commerce, Quality Control Section , on March 1 in Khartoum North

The team was received at the Ministry of Commerce by Mr. Mohammed

Osman Hanufl, Head of Department, responsible for the implementation

of the Produce Inspection Act 1972. Under this laboratory, training

is also undertaken. One activity, in Port Sudan, deals mainly with

the issuance of certificates for shipment of goods for export.

Another, in El Awad, is in the production area for groundnuts with the

idea of controlling quality before the product is moved to port for

shipment. An Inspection system in the production areas is also

operative

.

The Department concentrates on grading seed products: groundnuts,

sesame seeds, cotton seeds, castor seeds, undecorticated cotton seed

cake, decorticated groundnut cake, and sesame seed cake (but not oils).

Work is primarily directed to improving quality of exports. Shipments

by Sudanese regulations have to be covered by certificates. The

customs service issues the certification to make sure that it is

always in order. Incentives for quality are said to be provided by

establishing guaranteed prices, set by the Minister of Commerce. They

apply in the auction market.

Laboratories carry out analyses to buyers’ specifications, if

required, or issue certificates in accordance with contracts between

local suppliers and their buying agents. Each laboratory sample was

stated to be 1 kg. It was estimated that some 600-700 samples were

analyzed a year. A guess was made of the rejection rate at 2-5 percent.
Mr. Hanufi stated that since 1972, when disputes and quality discounts

cost SfelO million a year (US$25 million), quality had improved

significantly. Inspection is of processes, e.g., removal of foreign

matter from sesame seeds, and does not relate directly to improving

the results obtained from laboratory analyses. The extension services

of the Ministry of Agriculture are also involved in production

control, e.g., crop protection. Aflatoxin hazards were discussed,

especially as there might be a storage delay of up to 2 months in the

humid conditions of Port Sudan. There was some lack of certainty

about what happened to rejects. Rejected groundnuts were said to be

reprocessed and not diverted to the local market. We were informed

that reprocessing is attempted by removal of moldy portions or by

pressing out the oil and destroying the cake. The Tropical Products

Institute procedure is used for detecting aflatoxin, as well as the

American toximeters for monitoring. However, these are inadequate and

it is believed that more up-to-date and accurate methodology should be

adopted to provide greater safety to consumers.

The group did not examine any specifications or methods of analysis.

The Department of Standardization and Quality Control (DSQC) has

produced Arab Organization for Standardization and Metrology (ASMO)

standards for groundnut seeds and sesame seeds. Draft standards are

on hand for cotton seed cake, sesame cake^ and groundnut cake.

The reported reduction of losses due to disputes and discounts is

evidence of the effectiveness of the quality control laboratories.

Further inquiries about the fate of rejected products should be made.

There might be potential for improving the linkage between the

Inspection with the specification eventually used for certifying

conformity.

IV-1-3; Visit to the Office of Weights and Measures of the

Ministry of Trade and Supply on February 28 in

Khartoum North; and Medani on March 2, 5, and 8

The team members were received in the Office of Weights and Measures

by the Director, Mr. Ahmed Mohamed Babiker, his Deputy, Babiker

Abulhassan, and the officer in charge of training, Mr. Mohamed Yagoub

Abdella

.

The mission of the organization is to provide equity in the

marketplace. The team was given a briefing on the organization,

operations, and goals of the Sudanese weights and measures activities

by visiting the central weights and measures offices and workshops

preliminary to visiting Omdurman and other (provincial) weights and

measures offices.

Mr. Babiker' s offices house "the Sudan Standards"; the "Primary

Standards"; the "Standard Copies"; the Weights and Measures Workshop;

and training facilities.

15
Modern weights and measures activities were started by the British and

are traceable to the British "Department of Prices and Consumer

Protection; Standards, Weights and Measures Division." The hierarchy

of standards in the Sudan ties to the British through the Class B

standards of the kilogram, meter, and liter (the Sudan Standards) and

to the Sudanese marketplace through the Primary Standards, Standard

Copies, Area Standards (Provinces), and Working Standards.

Permissive standards (non-metric working standards) are being phased

out gradually—although complete elimination is far off. The

standards are sent to the United Kingdom every five years and a certificate is issued by the United Kingdom Calibration Service now at

the National Physical Laboratory. It is recommended that the Sudan

seek to become a signatory of the Treaty of the Meter.

Weights and measures activities in the Sudan are organized into:

national offices including the workshops which support the entire

country; the Khartoum weights and measures office (1 inspector and 1

assistant); the North Khartoum office (1 + 1); the Omdurman Office (1 + 1) ; 18 provincial offices (each 1+1). The entire country has

22 inspectors plus 22 assistant inspectors.

The workshops are responsible for the maintenance and repair of

government measurement devices and reference standards. The total

workshop staff consists of 13 members, with three 3/4-ton

trucks. All areas of the Sudan are visited as required. Major

repairs are made in the shops in Khartoum North which also handle the

installation of large scales (e.g., for livestock) throughout the

country. The workshops, to do the work projected in support of

national development, would need a staff of 50, a stock of spare parts,

and better means of transportation.

Headquarters provides training of weights and measures inspectors

through a full-time, three-year study program. The prerequisite is

completion of secondary school. Training includes: English, physics,

measuring principles, and applied weights and measures.

New devices entering the Sudan must be submitted to the National

Weights and Measures for type approval examination. If the device is

approved, a certificate is prepared and sent to all provincial

offices. New, certified devices introduced for trade in the

provinces are inspected by the province inspectors and, if they meet

the criteria, are stamped individually for use in trade. It is

illegal to use a non-stamped device in commerce.

The area (provincial) standards are examined by comparison with the

national standards every 5 years and a certificate is subsequently

issued. The largest single weight used is 50 kg.

16
Prepackaged commodities are subject to net weight examination.

However, many commodities do not contain contents identification on

the label relating to constituents and weight. Examination,

therefore, is very infrequent and non-uniform.

In discussing long-range plans for Sudanese weights and measures

activities, a Sudanese handout was used (see Appendix A) describing

plans for:

1. Assaying and hallmarking.

2. Training.

3. Expansion of services.

4. Metrication.

5. Weights and measures standards calibration laboratory.

The team promised to provide the Director of the Sudanese Office of

Weights and Measures with:

1. The floor plan of a tjq^ical U.S.

metrology facility.

State

2. The listing of State standards.

3. The international definitions of

hierarchy.

standards

Observations

!• The assaying and hallmarking plan is well underway.

Most of the needed equipment has been obtained

and recruiting of staff is proceeding. Ultimately, a staff of 25 will be developed (with 80 percent of

the effort in the Khartoum/Omdurman area). The

Egyptian hallmarking service is being used as a model which appears to be appropriate for the needs

of the Sudan.

2. The training plan reflects the aspiration of Sudan

to becoming a center for the Arab region and calls

for a training institute. This plan appears to

be optimistic since they have at present some difficulty in providing funds for training to satisfy

Sudan’s own immediate needs.

IT
3. The plan for the expansion of services calls for the

establishment of 8 additional weights and measures

activities in the provinces (additional to 2 new offices

recently established). The plans are detailed including

associated budget increases necessary. Funding must be

provided in the budgets of the province commissioners.

The need for large mass calibration and certification

activities are recognized for support of import/

export trade and movement within the country.

Adding new capabilities to handle larger capacity scales

plus in-motion-weighing facilities for bulk commodities

is essential for such new services.

4. Plans for metrication aim at gradually eliminating

the use of non-metric units and standards. The

general plan is to use SI units. An overall longrange plan has been developed and submitted but

not approved so far.

5. Plans for a weights and measures calibration

laboratory were made to replace the current

brass standards with platinum-iridium standards.

The team advised against this plan because it

failed to provide any benefit in the absence

of a high accuracy method for intercomparing

weights of widely differing density.

Sudan does need precise weighing devices such as a good kilogram and a good 50 kg balance. The domestic and visiting teams favored plans to

strengthen facilities that fulfilled practical needs as opposed to

concentrating on facilities which would only add to a prestigious

image.

At the Office of Weights and Measures for Gezira Province in Wad

Medani, the team was received by Mr. Saad All Abdul, Chief Inspector

for Gezira Province, where he is responsible for enforcement of

Sudanese weights and measures law and regulations. Mr. Babiker

explained that Mr. Saad Ali Abdul had served in many other provinces

and was the most experienced of the provincial inspectors.

The team saw the provincial office, its equipment and facilities, and

interviewed Mr. Saud Ali Abdul. The display of weights and the

workshop were of special interest. Mr. Tholen agreed to provide

literature on new devices such as electronic scales.

The office is composed of 4 rooms —a reception room with 150 sq. ft.,

•"he office of the chief with 150 sq. ft., a display room of 240 sq. ft.

and a storeroom combined with workshop facilities of 340 sq. ft. The

18
staff consists of the chief inspector, an assistant inspector, a clerk, a typist, and a driver. The office has one pickup truck 16

years old.

Each provincial office has a set of "area standards” plus a set of

working standards. They can check scales up to 500 kg. Any scales

above this must be checked by load substitution. Area standards are

sent to Khartoum every 5 years; working standards are checked against

area standards at least once each 6 months.

The following problems were discussed:

1. Testing of large scales (e.g., 40 ton at a sugar

factory) requires weights larger than are available.

2. Electronic (load cell) digital devices Introduce

new technologies for which there is no experience,

training, or even literature in the provinces.

3. Limited transportation with only one 16-year-old pickup

truck which also presents a maintenance problem.

In-motion weighing, especially for bulk commodities,

require new and special training and equipment.

5. The shortage of inspectors limits the work to the

most pressing requirements.

IV-1-4. Visit to the Industrial Research and Consultancy

Institute of the Ministry of Industry on February 25 , 26, and March 5 in Khartoum .

At the Industrial Research and Consultancy Institute (IRCI), the team

was received by the Director, Dr. A. B. Husein, and most of his senior

staff. Dr. Husein has his doctorate from the University of Minnesota.

The mission of the Institute is to conduct industrial research and

development, to provide consultation services to industries on a partially reimbursable basis, and to develop methodology for

industrial measurements. It was established in 1965 as a joint

undertaking with UNIDO. Since 1975 it has been entirely Sudanese.

There are departments of documentation, economic analysis, industrial

management, laboratories, and one department has the title of

Standards, Testing^ and Quality Control. Work is in: textiles, food,

building materials, domestic appliances, etc.

The Standards, Testing, and Quality Control Department deals with

formulation and application of standards, applied research and

development, training, quality control, testing and certification, and

preshipment inspection for export.

19
The team saw the office, library, and selected laboratories. The

staff performs evaluation work, economic surveys, engineering

feasibility studies, and actual laboratory scale experiments. They

are well equipped to develop specifications and set up quality control

procedures, except for work for the food industry. The institute has

a staff of 250: 50 Ph.D.s, 25 M.S.s, 100 B.S.s, the remainder are technicians. They feel that specifications, sampling, and quality

control are all part of a package that must be integrated. They have

a statistical group to provide support which is a very important

factor. They do educational work and publish a magazine, "Industrial

Output", as well as pamphlets. They regard standardization as a broader field than specifications. The members of the foreign

visiting team agree with this viewpoint. It is a problem area Involving sampling, quality control, feedback, and correction

processes

.

A need is felt in the Sudan for a capability to develop pilot plants.

Most work on processes has to start at the bench level, for which they

are adequately equipped; but they lack facilities for the next stage,

the pilot plants. Sometimes they are forced to test ideas on the full

plant scale. They believe that a central pilot plant laboratory is a national need and. they would like to establish a national facility.

Priorities for such plants are for the paper, textile, and chemical

industries

.

They feel there is need for regulations (legal), but consumer education is a big factor to create a demand for quality. More

voluntary standards should be generated by trade groups, etc., with a good balance of representatives from producers, users, and general

interest groups (similar to the mode of operation in ASTM)

.

Dr. Sayed Zakria Abdel Nabi, the chief of the Standards, Testing and

Quality Control Department, outlined his department's work (a

descriptive report written by him and his staff is available) . He has

a well-qualified, well-paid, well-motivated staff of 31; 190 items of

different laboratory test equipment are distributed between 2 sections for: (a) mechanical and physical testing and (b) analytical

chemical testing. The available space is Inadequate and will soon be

replaced by new facilities. This department within IRCI appears to

complement the separate and younger organization of the Department of

Standardization and Quality Control. Some are impressed by

considerable evidence that this department within IRCI is better

qualified than the Department of Standardization and Quality Control

to be the national standards body. Regret was expressed at early work

on preparing standards not being retained under the present scheme.

However, a continuing role in consultancy and the application of

standards through existing test facilities was desired. Cooperation

in government procurement was another Important function which would

receive concentrated effort.

20
The visiting team formed the strong impression that a fruitful

cooperation with the Department of Standardization and Quality Control

could develop. The Department of Standardization and Quality Control

could fulfill the institutional role of a national standards body,

organizing technical standards committees, administering the national

standards corpus, and providing the international interface; while the

IRCI Department provides a practical supporting service in the

application of standards. It would also contribute feedback to DSQC

from its experience of industrial problems and the results of its

research. Specialists on its staff could be key members of the

Committees of DSQC. Parallel organizational divisions of

responsibilities operate satisfactorily in several countries, as for

instance, in Great Britain. In the United States, these functions are

further subdivided among many organizations with some overlap and even

some rivalry.

The Institute will soon set up a national central instrument repair,

calibration, and maintenance center in cooperation with the National

Council for Research (see IV-1-8). Because of the problem of spare

parts, they may need to make some locally or stock a supply.

The chemical laboratory is recognized as in need of strengthening.

The equipment is mostly 10-15 years old; much of it was bought in 1965

when IRCI was established. Much of it is now obsolete.

The Sudan has very few technical professional societies, but the need

exists. Leadership could come from this Institute which has a prime

position in the industrial technical community.

Training programs as part of the College of Technology and courses for

technicians were discussed. Dr. Salama suggested that the present

system of taking students for on-the-job training with whatever work

was coming in would be more useful if some statement or certificate

was provided to show future employers what type of laboratory

techniques had been taught. Financial aspects were discussed,

especially incentive payments for evening work on jobs which were

partially funded out of fees.

The textile laboratory is well equipped for all the common fiber, yarn,

and fabric property tests. The person in charge of the laboratory

seemed to be well qualified. The periodicals in textile-related

fields are adequate but could be supplemented to cover more areas.

IV-1-5. Visit to the Chemical Laboratory of the

Ministry of Health on February 27 in Khartoum

At the Ministry of Health, the team was received by Professor Abdel

Hamid Ibrahim, Director and also the Government Analyst, and Sayed

Jozeph Zaki Boutros, the Deputy Director.

21
The Minister of Health has been assigned the task of implementing the

Food Control Act of 1973. This function is delegated to the "Chemical

Laboratory." The Director also operates the Secretariat of the Food

Control Advisory Committee, and through an expert committee, registers

foods, establishes standards (none so far), compiles a list of

acceptable food additives, and provides training, inspection, and

analytical services.

The team visited laboratories with facilities to analyze foods, drugs,

and water. A "clean" room is used for storage of delicate

instruments. Similar facilities are being set up at Port Sudan.

Food standards (none published so far) are drafted by an expert

advisory committee recruited from the several ministries with relevant

interests and then sent for comment to the industrial sector. Private

consumers are not included. A revised draft is prepared. The

standards being developed are concerned with adulteration and

contamination which may constitute violations because of the health

hazard. A food additive list is being developed. Food products must

be registered before sale. Imported items are examined.

The visiting team made .he observation that in the absence of legal

rules and standards, there is the potential for unequal

administration. However, it is noteworthy that since the Act was

enacted no charges have been brought in courts of law.

The laboratories conduct a full range of analyses, including those on drugs and pesticides. Cosmetics are not examined. Pesticides are

studied by radiation tracer methods. Water analyses are carried out

in accordance with the American Public Health Association (APHA)

methods. The Food Control Law (copy available), the food additive,

and general food hygiene regulations appear acceptable, but the team

received the impression of a lack of adequate implementation.

In further conversation, it appeared that registration of prepacked

foods is preferred at this time because it would take too long to cover all items by standards. For registration a producer has to

provide specifications and analytical data, products may be tested, and

his factory inspected. Importers have to provide information that has

to be particularly thorough because it is not so easy to check up on

the manufacturing conditions. The laboratory staff looks for

contaminations and deleterious additives. This applies to all goods,

but primarily to imported items. Drugs are examined, often by

procedures set out in the Pharmacopeia of the United States or other

countries. On other occasions they use a company's own specifications. Foreign producers have no rights and can simply be

turned down. Such a system has been discarded in some other countries

because of its potential for corruption. Training of technicians

after secondary schooling is for 3 years. The intake is 20 per

year

.

22
IV-1-6. Visit to the Department of Occupational Health in

the Ministry of Health on March 6 in Khartoum

Mr. B. M. Gutterman was received by Mr. Mohd. El Hassan Salih,

Assistant Director, and Mr. Yousif El Haimi, Industrial Hygienist.

The mission of the Department of Occupational Health is to Investigate

environmental hazards to health and recommend to the Department of

Labor any action to be taken. It also investigates plans of proposed

new factories or changes to old ones and makes appropriate

recommendations

The purpose of the visit was to determine whether there are effective

safety standards and whether they are implemented. The Department of

Labor is actually responsible for environmental health under the

Safety Act of 1975 in effect since 1977. The office of the Department

of Occupational Health makes "scientific" investigations of complaints

and makes appropriate recommendations to the Department of Labor.

Generally, all recommendations are accepted. Before a new

manufacturing facility may be built, the plans are reviewed by the

office and recommendations are made. All workers are examined to

determine whether their health is adequate for the job.

The Occupational Health Office uses standards of ISO, WHO, etc. This

office is primarily concerned with industrial hygiene and

environmental safety. Although it has no regulatory authority, its

reputation is sufficient for the Department of Labor to accept its

recommendations. The Department of Labor has the necessary regulatory

authority. For that matter, industry often will accept the

recommendation directly. The team could not determine whether

national occupational safety standards exist in the Sudan. If they

exist, compliance with them is not widely practiced.

IV-1-7 . Visit to the University of Khartoum on March 5

At the Engineering Faculty of the University of Khartoum (U.K.), the

team was received by Dr. Nabeel Radi Elias and Dr. Alkahman,

Lecturers in the Mechanical Engineering Department. The purpose of

the visit was to ascertain relationships between academic course work

and needs of industry for trained engineers with industrial metrology

capabilities. U.K. students in engineering can take a course in

production metrology. The team inspected facilities of the

engineering metrology laboratories. Here may be the seed to a possible program that with Governmental support could make an

effective contribution by training students in measurement science and

technology. A widespread understanding of this subject is seen as a key to development in the Sudan.

Faculty members are endeavoring to provide quality training and to

produce graduates with relevant capabilities. They are, however.

23
frustrated because of lack of funding, especially for laboratory

equipment. They rightly admit that the equipment is obsolete or of

questionable value.

The team noted the following observations made by our hosts concerning

needs of industry:

1. There is as yet an inadequate supply of trained

engineers in Sudanese industry.

2. U.K. graduates prefer and do go into government

jobs where further study is more easily possible,

and where graduates are better appreciated, than in

industry.

3. Training for industrial jobs is very difficult.

4. Industry is pragmatic in wanting results which

often depend on a combination of education and

experience.

5. hack of technician training often results in much

damage to equipment, machinery, spare parts and

finished products.

6. Industry tends to hire from abroad.

7. Industry in Sudan is not accustomed to employing

U.K. graduates who expect more prestigious treatment

than they receive.

The "Mechanics of Machines" laboratory course aims to train students

in:

1. Fundamentals of mechanics.

2. Mechniques of machinery operation and

control.

Training is very basic and does not provide for the more sophisticated

needs of industry. For example, no laboratory equipment is available

for measuring surface roughness or for the precise measurement of

internal diameters. In the teaching, SI units are used.

The faculty is very limited; it is extremely difficult to hire

instructors, prof essionals, and departmental heads from abroad.

Locally trained graduates are not qualified for the expectations and

needs of the Sudan; additional study abroad is essential.

At this time the U.K. does not have, but it is planning to establish,

an "Industrial and Production Engineering Department." Money is

2h
budgeted, hu^ the recruitment of a dean and faculty will be extremely

difficult. The U.K. has no course work for computer science, operations

research, or systems analysis. A computer is a\^ailable in the

Economics Department for support services. Some students use these

services in groups.

The team was not really expected in the Faculty of Science but met

with Dr. J. Prostejovsky of Czechoslovakia, lecturer in the Physics

Department, who with expressed modesty did not wish to discuss the

relation between academic training and the needs of industry in the

Sudan. He showed the physics laboratory for teaching and briefly

described the fouth-year physics course (approximating to classical

freshmen physics courses in Britain and the United States). The absent

head of the department, Professor Zacharia el Hag Ali, would have been

able to discuss the wider issues. The teaching at this university provides the groundwork for more advanced studies abroad.

In summary, it should be well understood that the U.K. is a univeristy

with a fine reputation. Its buildings are most attractive. Among the

graduates of the science faculty are professionals of high standing,

such as Sayed. Ahmed Bablker, who accompanied the team and who,

following further studies in Britain, has attained excellence in his

field

.

IV-1-8 . Visit to the National Council for Research on February 27

in Khartoum

At the National Council for Research, the team was received by the

President, Sayed Wadi Habashi, the Secretary General, Professor

Mohamed Osman Khior, and the Director of the Council for Scientific

and Technological Research, Sayed Abdel Rahman Ahmed El Agib.

The Secretary General outlined the role and structure of the Council

as the highest and most general policy level organization guiding and

advising on all aspects of science and technology. He answered

questions about the identification, approval, and handling of research

projects. Priorities are defined in the Six-Year Plan and by the

Ministry of Planning, to whom the Council may make recommendations.

One such example calls for mixing of planned agriculture with pastures

in traditional grazing grounds.

Training programs have suffered some setbacks. In manpower, the main

shortage is for technicians. Librarians and information specialists

are also badly needed. For example, a long delay was experienced in

hiring a head for the new Documentation Center. Unemployment is

practically non-existent in these specialized fields.

25
One criterion for research is: problems should be identified that

relate to Sudanese environment. Examples of topics are: the effect

of Nile flies on chickens that run about excessively to avoid them

and the cost-effectiveness of airconditioning related to productivity.

More basic research can be done elsewhere. Universities have a free

hand but are encouraged to orient work towards national needs. In

association with the Industrial Research and Consultancy Institute of

the Ministry of Industry (see IV-1-4), the Council is attempting to

deal with the urgent and severe problem of instrument installation,

maintenance, repair, calibration, and replacement parts.

The Council has a department to interface with UNIDO and UNESCO.

Uncertainty was expressed on what this Survey Team had to add to the

Winser Report. Task forces were at work on standards to consider

Winser's recommendations.

IV-1-9. Visit to the Port Sudan Port Authority on March 3 and 4 at Port Sudan

The team was accompanied to Port Sudan by Deputy Commissioner of the

Red Sea Province, Hassan Mohi El Din, and Director General for

Standardization and Quality Control, Sayed Abdel Gadir Sullman, and

received by Captain Kassan Mohamed Salih, Director of Marine Services

of the Port Authority.

The Port Authority of the only major port of Sudan provides pilot

service through the reefs and into the natural harbor and allocates

entry to berths, unloading facilities, and warehouse, and storage

areas, as well as labor for unloading into these facilities. Close

cooperation with the customs services is provided.

The purpose of the visit was to observe standards in handling and

l)rocedures. The i:eam had an extensive tour of the harbor on a pilot

boat. The team also toured docks, warehouses, and open storage areas.

Sudan has focused realistically on the problem of its port facilities.

A new modern port is under construction at modern Sawakln nearby and

8 km north of the ancient port of Sawakln, which was also visited. As

a short-term measure, the Port of Sudan has greatly improved its capabilities though it is limited to a 31 1/2-foot draft for freighters (up

to 12,000 tons) and a 40-foot for oil tankers (up to 40,000 tons).

There is a direct pipeline to the nearby oil refinery (see IV-2-6)

One hundred thirty ships can now be handled per month with a 24-hour

docking capability. Repair facilities are limited to 7,000-ton ships;

only very small ships can be handled on the slipway. Only 2 cruise

ships a year are expected. The daily tide is only 1/2 inch but 3-foot

differences in the Red Sea level are experienced over a year. Active

boatyards manufacture very small craft. The harbor is open to all

flags except that of Israel. With the widening of the Suez Canal, more

shipping is expected.

26
Unskilled labor receives wages of about $5 per day. Some piecework

opportunities are provided. The major problems of the harbor authority

are warehouse and storage space, handling and locating of cargo, and

transporting it from the harbor . The oil pipeline to Khartoum will

bring relief to the overloaded railroad facilities. The surfaced

road, when it opens within the year, will make a much larger voliime of

truck traffic to Khartoium possible. Present driving time, mostly

through the desert, is five days.

rV-1-10. Visit to the Ministry of Industry on March 9> 19T8 in

Khartoum

All team members were present for the closing session of the Survey at

the Ministry of Industry. The team was received by the Director of

the Survey, the Deputy Minister, Sayed. Abdel Atif Widaatalia. The

purpose of the visit was the formal closing session of the Survey.

Mr. Peiser compared the Survey with the mode of operation of a technical standards committee. Views had been exchanged in

discussions and studies; consensus had been reached on most issues,

unanimity on some. He lauded the impressive development of industries

in the Sudan and the planning of the Survey. A strong focus on organizations for standardization seemed much needed now. A suitable

organization existed in the Department for Standardization and Quality

Control. The same applied to the need for an organization concerned

with measurements for industry, a function that could continue to fall

on the Industrial Research and Consultancy Institute. The Commerce

Ministry’s Office of Weights and Measures in the legal control of

retail markets was in need of additional support. Continued policies

encouraging the practice of cooperation between organizations and the

technical training of Sudanese nationals would benefit the country

greatly. Visits to the United States of Sudanese experts would be

welcomed by NBS. However, HBS would not be able to organize this

activity unless all other authorities concerned could convey their

commitment by September 15. A tentative HBS/AID budget was submitted.

Each subgroup coordinator summarized the views of the five subgroups

on food, legal metrology, chemical industry, standards committees and

interagency cooperation, and cotton textiles. They are given in more

detail and with substantive conclusions in Section V of this report.

The meeting ended in cordial exchanges of felicitations and good

wishes

IV-2 . Visits to Industrial Organizations

IV-2-1 . Visit to the Building Materials Corporation in

Khartoum on February 27

The team was received by Mr . Mi el Shoush, the Managing Director.

27
The Building Materials Corporation develops and operates plants for

the production of cement and other building materials. It is 100 percent

government owned. Demand for cement is now 600 thousand tons per year,

and it will increase to one million tons per year soon. The Company

was started in 1970 and at the present time has two cement factories

in operation. The team saw the office only, since the plants were not

near enough to allow a visit within the schedule.

The plant at Atbara, the Maspic Cement Corporation, has a capacity of

220,000 tons per year and employs 1,000 people. Another plant was

built by Yugoslavia but has problems so is now being rebuilt by a German firm.

The Company is considering new products, including a red-brick

factory, a precast concrete factory, a quicklime factory, and

possibly, a glassmaking facility. However, a question remains about

the quality of available sand. Sources of good marble exist in the

Sudan and the Company intends to develop this resource. The

Industrial Research and Consultancy Institute does the laboratory work

for this Company. The Building Research group at the University of

Khartoum also works for the Company.

The main problems at Atbara are electric power and transportation of

raw materials. The factory is said to be poorly located.

The Company is planning to start its own bag factory unit. A pilot

plant study by the Industrial Research Consultancy Institute woiild be

helpful. This statement confirms a strong plea made by IRCI for the

means to expand its pilot plant facilities (see IV-1-4). The Company

hopes to have spare capacity of cement for export and believes that

this aim can be achieved in the near future. The Company uses the

BS 12 Standard for cement and sees no problem with this. Quality control

is not based on the use of instruments but it is said to be

satisfactory

IV-2-2. Visit to the Modern Match Production Company in

North Khartoum on February 28

The team was received by Mr . A. Izzelarab Yousif, the Managing

Director, and Mr. Abdul Raman Azeez, the Plant Manager, of the Match

Production Company. The factory produces all matches for the country

and is the sole producer of matches in the Sudan. It is 100 percent

privately owned by Khalil Osman and Sheik Salah and is associated with

the Gulf International Group. It has a capacity with 1 1/2 shifts to

produce all of the country’s needs. At full operation, it could

export to neighboring countries. The Company has even received

requests from the U.K. and others to supply because it can produce a good product cheaply, due to the labor situation.

The team inspected the plant and offices. They have a small

laboratory, adequate for only very simple testing. Testing is

28
essentially concerned vith inspection for appearance, count of fill,

ability to light, breakage of sticks, etc. The team had a tour of the

very modern plant in operation. There were inspectors rejecting boxes

of matches for various reasons. Precise statistics were not shown and

possibly not kept.

The plant started to produce in 1965* Originally the management tried

to use local woods for matches and boxes, but had to give up the

attempt for both applications because of the aim to produce a high

quality of products in the absence of facilities to do research on locally available woods. Coated paper is used for boxes. One size of

match only is manufactured at the present time. Capacity of one shift

is 105,000 cartons per year. At this time 11/2 shifts are operating,

employing 3^2 workers. It has just installed a new production line

that requires only 39 workers per shift as compared with 270 using

the old equipment. The Company prides itself on the quality of its

product. The aim, for example, is on the average to supply ^5 matches

per box, while the standard calls for a minimum of only 35-

Nevertheless, the management is not completely satisfied with the

appearance of their product. Printing is done outside and the printer

often causes labels to be misaligned.

As previously Implied, more than 80 percent of raw materials are imported, because national wood is either thought to be not good enough or

at any rate has not been proved to be adequate. Fiber durability and

strength are said to be inferior. The problem of heads snapping off

would cause both a hazard and a nuisance. The Sudanese Government

would encourage a switch to a local wood if adequate quality could be

demonstrated. The firm will soon begin to manufacture book matches

and would also like to manufacture matches of a smaller size. There is

thought to be a customer demand and production would also be more eco- nomical and have other advantages. The present standard is said to be

too rigid and detailed. It specifies, for example, the size of the box

and the number of boxes per carton. The plant management feels that a change to performance standards would be better. They should have

flexibility on the above matters. They are on the Committee of the

DSQC but are outvoted 7 to 1. They believe that decisions should be on

a technical basis. The Company has problems because 65 percent of its

work force is illiterate. These employees are, nevertheless, capable

of thinking and learning mechanical operations. With the best of will,

however, there are limitations. In Sudan there is a brain drain of

technical people. Port handling problems were also considered severe.

For example, this Company says it cannot order items weighing more than

1/2 ton due to present handling problems at the port. Misunderstandings

with governmental authorities, as in other countries, can also cause

problems for industry. Recently, the Supply Ministry thought that

there was a shortage of matches and permitted importation of foreign

(Chinese) matches of small size which the Ministry does not as yet

permit them to make. The Company feels that this is an unfair situation.

29
TV -2-3 • Visit to the Rain’bo'w Paint Company in North Khartoum

on February 28

At the Rainbow Paint Company the team was received by Mr. Kamal Hanna,

the Manager (Commercial), Mr. Gaafar el Amin el Bashir, the Technical

Manager, and Mr. Abdel Salam Ibrahim Mohed, the Business Manager.

The Company produces a wide variety of paints, industrial mixed

solvents, and adhesives. Two-thirds of the products are under license

from Imperial Chemical Industries of Great Britain and one-third under

their own brand name which is "Rainbow." This 90 percent private10 percent government-owned company produces exclusively for domestic

consumption. It does not export but could do so. All raw materials

are imported, but the Company fabricates the cans and prints the

labels. The team saw the plant, laboratory, and office. The plant is

modern, clean, bright, and appears to be well equipped. The small but

modern laboratory is adequate for quality control, which is largely

for color, viscosity, and density. The Company uses a good system for

formulation following practices recommended by the Imperial Chemical

Industries. Raw material control is achieved by buying from reliable

suppliers. The laboratory also is adequate for changing formulations

for color match based on measurements with foreign equipment. The

laboratory does no product evaluation such as weathering

characteristic s

It appeared to the visiting team that this Company does not have many

problems. The supply of foreign procurement licenses is adequate. By

good and probably necessary policy, the Company tries to keep on hand

a 9-12 months' inventory of raw materials. Since ingredients used in

small amounts can cause problems if delayed, a special effort is nee.ded

to explain to the Government's import office the importance of

attention to such items. The Company now works according to British

Standards. The production manager is a chemist and belongs to the

American Color Chemist's Association. ¥e discussed ASTM and we gave

him addresses to write for standards. He visited the United States

once but did not see paint factories. He believes such a visit would

be helpful. A big problem is transportation of raw materials from

Port Sudan. Even though a pipeline has just been opened between Port

Sudan and Khartoum, the railroad still does not have enough capacity

to haul more than a fraction of the freight from Port Sudan; so the

Company must rely on trucks. The road is long and still bad in

stretches. However, a modern road is to be completed this year. No

problems of maintenance and spare parts are experienced. Management

seems very alert and proudly claims to keep ahead of problems.

TV-2-h . Visit to the Blttar Company, Ltd., at the Soap and

Allied Industries Division in Khartoum on March 1

The team was received by Mr. Gilbert Brahasha, the Director, and Mr.

Raymond Bitar, who described himself as a new employee learning the

30
business of the Bittar Company which is engaged in the manufactiire of

cottonseed oil (sometimes peanut oil), laundry soap, toilet soap,

detergent powder from imported materials, and glycerin, a by-product

of soapmaking

The purpose of the visit was to observe the level of control and

standardization in the plant which was freely shown. It demonstrated

good understanding of quality control and use of standards. It is a private sector operation. Egyptian and American type cottonseeds are

used. Oil is sold in large tins for institutional use and small units

for retail. The gossypol is removed from the cottonseed oil and this

is determined by color reduction—low band red 8 for industrial sales

and red 5 for retail. Internal and Mini strv of Industry approved

specifications are used. Acidity is limited to 0.1 percent as oleic.

Oil remaining in "press cake" is 5-5.2 percent. Any lower percentage

causes difficulties in refining.

Soap production is well controlled. No batch may move from one point

to the next until the laboratory approves. Laboratory personnel are

trained on the job and periodically checked by the director who is a chemical engineer.

Samples are collected by the Ministry of Industry. Generally the

control effort appeared to be sound. However, the control of filling

soap powder and detergent into cartons and plastic envelopes was

erratic, and it appeared that no corrections were being made. The

weighing of 55-gallon drums of oil was less acciorate than desirable.

Concerning the Lux toilet soaps which Bittar was manufacturing under

contract to Unilever, it appeared that the samples of finished

products sent to Unilever were sometimes found wanting. These

deficiencies and lack of standards or lack of adherence to exisiting

standards could contribute to waste of already limited supplies at the

national level.

The Sudanese team members had a very high regard for Mr. Brahasha, the

Director, asserting that he is most competent, both technically and

manager ially, and serves on a number of government committees to

establish technical and standardization documents.

IV-2-5- Visit to the Khartoimi Tannery at Khartoum on March 1

At the Khartoum Tannery, the team included Dr. Fareed el Rayah Hussein

and Mr. Hassan Mohi el Din and was received personally by Mr. Abdel

Rahman A. Obeid, General Manager, and members of the staff. The

Tannery produces a wide variety of finished leather and pickled hides

for both domestic use and export. Varieties include sole leather,

upper leather, garment leather, technical leather for industrial

belts, etc.; tanned special skins, such as python, leopard, monkey, etc.

upholstery leather, gloves, etc. Discussions took place in the office

31
followed by a quick tour of the laboratory and plant. Skins are

obtained as frame-dried, salted, or even fresh. They are inspected by

trained people and graded into 1st, 2nd, or 3rd quality or rejected.

The accepted skins are purchased by the kilogram, with the price based

on grade. Tannery chemicals are imported, including lime, because the

local product is variable in quality and the CaO content is not

standardized. There are no specifications for leather, except for

army boots. The laboratory does analysis of chemicals used and practices

process control for concentrations, pH, etc. There are no physical

test facilities but the Company has good cooperation with the Leather

Institute located next door. There are numerous small tanneries in

the neighborhood that produce leather of variable quality. The latter

buy some of the skins rejected by the Khartoum Tannery. This Company

produces 90 percent of the leather sold in the country. It also does

considerable export of specialty leather, such as kidskin for gloves

the United States is a big customer. The Company uses the chrome and

vegetable tanning processes. The Company installed a waste control pond

operated on biodegradation, from which the water goes to a sewage

treatment plant. The latter uses primary treatment and land disposal

of the effluent. The Company disposes of solid waste to a glue

factory. It is also used for fuel by brick manufacturers. Management

expressed no problem with specifications or standards. If there are

any problems, it does not recognize them. Grading of leather is

mostly qualitative, consisting of visual inspection, based on long

experience. If a low grading is challenged by the vendor, the Company

sometimes agrees to process at the vendor’s risk. Some customers

request tests to prove the degree of penetration of the tannage. The

manager said he knew of ASTM and was a member of the British Leather

Society. Perhaps inadequacy of local lime is the major problem. This

will probably be corrected when plans of the BM Corporation

materialize for the the installation of a modern lime plant. Distrust

of local materials is the basic reason for importation. It will not

be so when good standards practices become fully accepted here.

IV -2 -6: Visit to the Port Sudan Refinery at Port Sudan

on March 3

The entire team was received by the British manager of the Port Sudan

Refinery. He is an employee of the British Shell group which provides

technical and managerial guidance to this Refinery. It is the only

refinery in Sudan and meets the needs of the country for gasoline and

fuel oil. It manufactures neither lube oil nor bitumen. Shell

standards are used, and the Refinery is clearly well managed and looks

efficient. It has a good laboratory and does the usual testing. It

is quite prepared to do some testing for other organizations and, in

fact, is already now doing so on a small scale, but the company’s own testing needs would always come first.

The manager stated that output of the plant could be increased by

adding parallel units, with little increase in operational staff.

32
After several years of duty at this Refinery, managers are transferred

to other countries. High praise was extended to the dependibility of

Sudanese operators, but the training had to be done by the refinery

and takes several years. The temptation of higher wages has induced

some to go to Saudi Arabia. There, however, living costs had risen

faster than wages which has caused one or two now to return to the

Sudan plant. The loss of even one trained operator was serious for

the Company.

rV-2-T. Visit to the Genied Sugar Factory, 100 miles Southeast

of Kharto\im, on March 7

Acting Director General A. Lutfi led the team which included Mr. Mohamed

Benkirane, Eng. Herudi Kartowisastro, Mr. H. Steffen Reiser,

Miss Joan M. Pring, Dr. Mahmoud Salama, Dr. John K. Taylor, Mr. Albert

D. Tholen, and Mr. Benjamin M. Gutterman. This team was received by

Mubashar Mohed El Hass an and other senior staff of the Genied Sugar

Factory. The mission of the organization is to grow and harvest and

from it produce rather pure sugar without a final refining process.

The factory is large and meets Sudanese demand, but a much larger

refinery is presently being built which will make the Sudan a major

exporter by the early eighties.

The Genied plant is Sudanese managed. Top level managers are trained

at the Indian Institute of Technology in Kanpur. The quality of the

product is a rather pure but only semi -refined sugar. Quality control

is based on measurement of polarization and other properties. The

color due to residual traces of molasses does not, of course, compete

with fully refined sugar. By-products are not at present sold, but the

power needs of the factory are almost met by the bagasse. The

molasses are discharged into the Blue Nile, which seems wasteful,

since it could be used as a base for cattle feed.

Standards and measurements could benefit this plant —as for instance in

assurance of correct weight controls and non-destructive maintenance

control of drive train of juice extractor rolls. Much innovation and

initiative is shown by the workshop management that manufact\ires , by

weld construction, trailers for tractors for cane transportation to

the factory. Electric and oxyacetylene welding is carried out with

imagination under primitive conditions.

IV-2-8: Visit to United Plastic Industries in Khartoum on March 5

Team members, including Dr. Fareed el Rayah Hussein and Mr. Hassan

Mohi el Din, were received by Mr. Nageeb G. Kronfli , the Production

Manager of United Plastics Industries, which produce plastic pipes and

coated wire for telephone circuits and low current conductors. They

also extrude shapes such as cups, chair-leg caps, and plastic cord for

chairs, and manufacture plastic film and bag stock.

33
United Plastics Industries have reasonahly modern extrusion eq^uipment.

They can produce tubing for water piping from 1/2-4 inches in diameter.

Government is their biggest customer for tubing, and the military

purchase supplies of wire. They work to British Standard BS 5130

(197^) for their tubing. All raw materials are bought abroad as pellets from Japan, Singapore, Italy, Lebanon, etc. They have the

usual delays at Port Sudan, so they elect to use truck transport.

Pricewise, they find it hard to compete, possibly due to "dumping"

policies of some foreign manufacturers. Local production of raw

materials would help. For example, they buy theirs as pellets or chips which is the most expensive form. They would like to set up a pelletizing plant and then would only import the resins. This would

cut costs considerably, but they cannot get a license to build such a plant at the present time. The team was inclined to believe that a carefully prepared study would show such a plant to be cost effective.

The company has no laboratory but does some "on-line" physical testing,

such as the bursting strength of tubing, thickness of film, etc., but

this testing appears to be haphazard and could hardly be called

quality control. Dr. Taylor recommended that they should do more

testing. Our host agreed but said they had a good product, no complaints, so it was not really necessary. A study might show that

losses due to failure occurs without a system to lodge or receive

complaints

.

IV-2-9: Visit to the International Perfume and Toilet

Industries Company in Khartoum on March 6

Dr. Fareed el Ravah Hussein and Mr. Hassan Mohi el Din accom.panied

Mr. John K. Taylor and Mr. H. Steffen Reiser to the International Perfume

and Toilet Industries Company. We were received by Mr. Khalid El

Bedry, the technical manager and Mr. Mohamed Suliman Saleh Khider, the

Deputy General Manager

.

The Company produces perfumes and toilet products, under license from

British and French companies. Technical advice is also obtained from

the licensors. The Company buys essential oils, bottles, packages,

and labels under the licenses so that the products are identical with

the foreign brands

.

The team engaged in discussion in the office, took a look at the

small laboratory, and toured the plant which was temporarily operating

far below capacity because of lack of supplies resulting from

government-enforced import limitation. The production sequence was described. The Company imports all raw materials except alcohol and

water. Imports are under a general license but quantities must be

approved and are often restricted by the Government of Sudan. The

factory has a staff of 45 reg\ilar and about 80 temporary employees.

The Company's products are very popular. The pressure of demand is

increasing, but because of government import economies, the factory was

34
operating at 55 percent capacity. Prices are submitted to the

Government for review and approval, ^^he Company has little or no competition. A modern plant of 4,000 m is being build in Omdurman and

will be ready for production by the end of 1978. There is no guarantee

that more raw material will be permitted, and no attempt is being made

for domestic substitution for any of the supplies.

No national standards exist for their products. They do quality control on the basisof a few simple tests, e.g., pressure test of every

canister of spray perfume which sells for Sfe2.5 which equals about $6.

They receive visits on occasion from their licensors and send them

samples of their product for checking in the home factories. The Company

does not know of any problems of a technical nature. They have a franchise for part of Asia and would like to step up the volume so as to export. Their new plant is in recognition of an increasing demand

for their products as well as anticipation of some export business.

The manager also said they are thinking about a branch plant in one of

the other Arab countries.

Their major difficulty is procurement of supplies, especially through

Port Sudan. The team is well aware of this problem since it is a recurring one with many manufacturers. However, it should not be

overemphasized, because in the next few months and years, this problem

is lii; ;lv t.o be solved. Apparently, the Government only permits 25

percent prepayment, and long waits at Port Sudan build up high

demurrage charges. Railroad transport from Port Sudan to Khartoum may

take as long as shipment from Europe. As a result, the Company uses

lorries at U times the railroad cost. They had a shipment of some vital materials in Port Sudan for 35 days, yet could not get delivery.

As a result, the plant had to shut down for a time.

IV-2 -10. Visit to the Sudanese Liquid Air Company. Ltd.

(Private Sector) in Khartoum on March 6

Dr. Fareed el Rayah Hussein and Mr. Hassan Mohi el Din again

accompanied Dr. Taylor and Mr. Reiser diuring their visit to the

Sudanese Liquid Air Company. The team was received by Monsieur Paul

Gamberlini, the Manager. The Company produces and distributes

industrial gases, medical gases, welding equipment, etc. The Company

is in partner snip with L'Air Liquide, the well-known French Company.

Discussion in the office with the manager and his production manager

was followed by a thorough tour around the plant. The Company has an

air liquefaction plant to produce nitrogen, oxygen^ and some liquid

air. Liquid nitrogen is for use by their customers. The Company also

produces acetylene from carbide and sells the slaked lime. Customers

bring their own containers and have them filled. The Company has a small electrolytic hydrogen generator and p’^oduces occasional batches

for a limited number of customers. It also sells compressed air.

Special gases are obtained from France. An example is nitrous oxide,

35
which in the Sudan is simply repackaged into smaller cylinders. It

sells welding equipment, valves, gas jets, etc., as a sideline. There

are no overnment regulations for the gas industry, hut the plant

follows French practices laid do-wn in AFNOR standards. The Company

tests cylinders (hydrostatically) every five years, keeps excellent

records on handwritten file cards, and uses the same color codes as are used in France. All special supplies come from France. The

safety record is excellent and there seems no cause for concern heyond

those normally experienced in this industry.

The Sudanese Liquid Air Company has only limited analytical equipment.

There was one gas analyzer. The essential pressure gages and spares were well looked after, hut almost no analytical work is done. The

Company produces all the industrially used gases for the country. To

keep up with a gradually rising demand, it is building a new and

larger plant. The present market needs, however, are now satisfied at

45 percent production capacity. Their volume of sales has doubled in

the last 2 years, so their new plant for 1980 is based on a continued

exponential growth rate of the market.

The only problem, as management sees it, is licensing for imports for

spare parts (new valves, etc.). All technical advice is received from

L'Air Liquide.

IV-3. Food and Drug Industry

IV-3-1. Visit to the Food Research Center (Agricult'ural

Research Institute, Ministry of Agriculture) in

Khartoum North (Village of Shamhat) on February 26 .

Many team members went to the laboratories and pilot plants of the

Food Research Center. They included Dr. Abdel Gadir Moh'd. Abdel

Gadir, Sayed Moh'd. Nur Mahgoub , Sayed Hassan Kambal , Sayed Awad

Dafalla, Hassan Mohi El Din, Sayed Joseph Zaki (part time), Sayed

Ahmed Babiker, Dr. Ibrahim Hassan, and Sayed El Amin El Awad from the

Sudanese side; and Dr. John K. Taylor, Mr. B. M. Gutterman, Mr. Albert

Tholen, Mr. Mohamed Benkirane, and Mr. Herudi Kartowisastro from

abroad. The team was received by Dr. Babiker Beshir, Director; with

Dr. Sit El Mafar Mahgoub Badi, the Head of the Cereal Laboratory;

Dr. Abdullah Moniem, the Head of the Bakery Laboratory, and Dr. Abdel

Gadir Mohamed Abdel Gadir.

This Food Research Center carries out research, training, and extension

work applicable to a great variety of problems under the headings of

canning, dehydration, grains, post harvest treatment, oils,

microbiology, chemistry, engineering, marketing, and meat. The

Center's basic mission is the accomplishment of basic food research

for both the public and private sectors. The team's interest was in

36
the level and goals of metrology and standardization practiced

generally in the scientific and technological work carried out there.

The team was given the opportunity to see the various laboratories and

pilot plants for such products as sorghum (under Dr. Sit El Ifefar

Mahgoub Badi) , the bakery products laboratory (directed by Dr. Abdullah

Moniem) , the microbiological laboratory (directed by Dr. Abdel Gadir

Mohamed Abdel Gadir), and others.

A major ongoing research study is the search for an increase in

sorghum flour use and a reduced dependence upon imported wheat. One

possibility is to include sorghum flour in bread in proportion to

wheat in the ratio of about U0/60 in the finished flour used in bread

making. There is an ongoing study of oil extraction of a number of

oil seeds. Experimental studies are conducted in the preservation of

foods, canning, flour production, and breadmaking, all at pilot plant

levels. Other studies concern food drying, concentration,

pasteurization, the microbiology of foods during storage, etc. The

team suggested that participation in the Association of Official

Analytical Chemists (AOAC) by the Center would prove beneficial. In

some instances the scientific research effort at the Center appeared

to be for the sake of scientific research and not focused on seeking

solutions to problems. The team also felt effort would be rewarding

to seek out whether problems being faced by the Sudanese had already

been resolved by food industry research in other parts of the world.

Of course, literature searches are far harder to execute in a country

like the Sudan than in a country with extensive information resources.

Nevertheless, the team's advice seems valid. For example, the Center

appears to be conducting only minimal literature searches on the

maintenance of color stability in selected foods, in which topic it is

executing an experimental project. Color stability of foods is a universal problem and has been extensively investigated throughout the

world. Answers to problems encountered in the Sudan may be available

already. Trade jo-urnals (e.g.. Food Engineering) could also be more

widely consulted with advantage because they often list items such as available preservation ingredients.

The centralized pilot plant approach appears to be well integrated

into the Center and should be encouraged. The pilot plant for the

milling of flours is a good example of well-based studies.

The training portion of the Center appears to be definitely

worthwhile, particularly concerning the training of laboratory and

production technicians; both are in short supply in the Sudan.

Although we were informed that the analytical efforts of the Center

are intended only for the support and use of the Center, the results

should be of significant benefit to others. Dissemination of some results may be appreciated.

37
Whereas this Center is a government function, it appears to overlap

some of the efforts of the Industrial Research and Consultancy

Institute, a semi -autonomous unit in the service of industry, which is

also supported by the Government. Constructive rivalry between such

institutions should not be of concern, and seminar or discussion

meetings between the groups would help to foster technical

cooperation

rV-3-2. Visit to the Food Industries Corporation (P.O. Box 23^1

)

in Khartoum North, on February 27

Mr. B. M. Gutterman was accompanied here by Sayed Moh'd. Nur Mahgoub,

Sayed Hassan Kambal , and Sayed Jozeph Zaki Boutros and was received by

Mr. M. Elghali Suleiman, Managing Director, Khiclir Oeman Beshir, Food

Technician, and Mr. Mohamed Osman.

The Food Industries Corporation provides management for several public

sector food processing firms, including flour mills and those involved

with canned and dehydrated foods, dried milk, two "sweets" (candy)

factories making "halva" (a sesame seed paste), bonbons, jelly, and

custard powder

Since this was the central management office of public sector food

processing firms, the session was simply a discussion at that office.

We reviewed the responsibilities of the central management and discussed

the products produced, the quality control level, and the absence of

national standards. Specifications are developed for products of each

plant. There are no exports as yet. Arrangements were made to visit

local canning plants which were not on the original agenda (see lY-3-h)

The canning plants managed by the Food Industries Corporation process

tomato paste and tomato juice, jams from watermelon and citrus fruits,

beans (seeds unknown), okra and mango juice, and eggplant.

The quality control includes a study of the cans both before and after

closing the times and temperatures of processing, and the input

weights. They use mercury- in-glass and recording thermometers, but

mercury is the reference (and this in the opinion of the visiting team

is proper). Retorts are checked by a quality control laboratory

technician. Records are maintained. The chief of quality control is

responsible to the factory manager and not to the production manager

(and this, too, in the opinion of the visitors is proper).

Cans are incubated for 48 hours, studied, and then, if acceptable, the

lot is released. Can coding is practiced. No national standards are available—each plant establishes its own.

Based upon the information provided, the Internal standardization

appears to provide a safe product. However, no opinions could be

developed by us concerning the quality of the foods produced because

38
there was a lack of standards against vhich a check could he made.

None of these products are exported yet —all production is for domestic

use which could ahsorh more product than is at present available.

IV-3-3. Visit to Sudan Oil Mills

in North Khartoum on February 28

The team was received by Mr. Bobeker Osman, Factory Manager, and staff.

The Sudan Oil Mills produce vegetable nil, shortening, laundry soap,

carbolic soap, and cake from cottonseed. They also do some processing of groundnuts. This is a government -owned, nationalized

company. We were given a’ descript ion of the Mill and then taken on a conducted tour of the plant. There was no harvest of seed at that

time, so the plant was not operating but undergoing maintenance

repairs

The plant employs 500 people and has a nominal capacity of 150 tons

per day. It is usually operated at a throughput of up to 120 tons

per day because of the age of the plant. At times it is operated at

one-third capacity because of shortage of seed which comes by truck

from Gezira.

Oil content, moisture, protein, color, fatty acids, and some other

characteristics of oil, such as iodine number, oxidation number, etc., are routinely measured. The laboratory is inadequate but a new

laboratory is being built. It is to be shared by two sister

companies —African Oil Mills and the Sudan Soap and Oil Factory. The

manager expressed the following problems:

1. The plant is old and in need of renovation. Spare

parts are unavailable, so must be made as needed.

2. The plant offers limited process control since no on-stream measurements are made. Often troubles

are discovered too late to take corrective action.

As a result quality suffers.

3. There is a shortage of trained technicians.

4. Only black seed is used for which no specification is

available; therefore, the seed is of variable quality.

Often it contains fibers which interfere with the

process. The specification on oil is borrowed and

not really applicable to the situation in the plant.

5. Procurement of minor laboratory apparatus is difficult.

A list was given of needed items such as funnels, filters,

bottles, and thermometers. Government permits often reduce

the number of items authorized as compared with those

requested

39
6. Quick tests to control plant operations and quality are

lacking.

7. A central procurement mechanism for laboratory supplies

seems to be needed by this plant. Such a service could be

provided for a group of organizations. The plant has good

relations with the Industrial Research and Consultancy

Institute, which has helped solve production problems and

has made analyses of oil and cake. The new laboratory will

also solve some of the problems , but technician shortage will

remain as critical as is the procurement of equipment.

rV-3-^ . Visit to the Sudanese Paste Canning Company in Khartoum

on February 28

Mr. B. M. Gutterman was accompanied by Dr. Abdel Gadir Moh'd. Abdel

Gadir, Sayed Moh'd. Nur Mahgoub, Sayed Hassan Kambal, and Sayed Jozeph

Zaki Boutros. They were received by Mr. Nahil G. Arafa, the Technical

Manager, and Mr. Sabir A. M. Fadl , Director, Quality Control. The

Sudanese Paste Canning Company is a public corporation to produce

canned tomato paste and both pumpkin (squash) and orange jean. This

public sector operation has two private sector competitors.

We visited the cannery and quality control laboratory. Both were not

in operation at the time of visit. This operation claims to set its own standards not only for its end product but also for the can-making

and canning equipment.

Cans are not coded despite the contrary statement made by the parent

Food Industries Corporation (lV-3-2). This would be seen as a serious

deficiency in the event a defective lot must be located. For the

tomato paste, the target figure for soluble solids is 25 percent 1

(an acceptable level). The jams are lower in fruit content than many

standards of other countries would permit. All production is consumed

in the domestic market. There is no significant stimulus to upgrade

the product since all that is made is sold. At present, the quality

control department is responsible to the production manager, but they

are intending for him to become responsible to the general manager

which, in the opinion of the visiting team, is a better policy.

This Company manufactiires its own lids and cans from lacquer-coated

steel sheets from Japan. The determination of seam adequacy is

rudimentary. Equipment is lacking. Although it was not stated

directly, the incidence of "flat sours" (a defect due to faulty

closure) is higher than desirable. The can-making and canning

practices in this plant could become hazardous to health only if lowacid canned food products were to be introduced without improved

quality control and adherence to standards.

4o
rV-3-5- Visit to the Milk Corporation, Kuku, in Khartoiim North

on February 28, 19T8 .

The same team as under the previously described visit vas received by

Mr. Osman Khalifa, the Manager of the Milk Corporation, Kiiku, and a staff member in the office of that company. This is a public sector

corporation manufacturing full fat fluid whole milk ( 5.6 percent fat),

butter, and skim milk. It has a modern plant, keeping records of

temperature and times of the high-temperature, short-time

pasteurization procedure, temperatures of coolers, phosphatase (AOAC)

tests, etc. It produces 10,000 liters per day. With a gift from

Saudi Arabia, the plant is soon to move to 30,000 liters per day.

Milk moves not more than four kilometers from farm to dairy through a collecting point. The dairy receives milk twice a day at ambient

temperatures. The afternoon collection is cooled overnight for

processing the following morning.

Although record keeping is of a high order, it does not seem that any

adjustments or attempts to standardize products are carried out. For

example, concerning the quite variable fat content of the packaged

milk, one should determine whether there is sufficient benefit derived

by standardizing milk fat content so that the batches would not vary

as much as they do.

IV-3-6. Visit to The Blue Nile Brewery (P.O. Box IU 08 ) in Khartoiun, Sudan, on February 28

The same team was received at the Blue Nile Brewery by Mr . B. M.

Bedavi , the Production Manager, and later by Mr. Omer El Zein, Managing

Director. This is a public corporation and the only brewery in the

Sudan producing beer. It has been a public corporation since it was nationalized at the time independence was won from the British in

1970 . The capacity has doubled since then. Although management

stated that the plant has a maximum capacity of 250,000 bottles, fewer

than 200,000 are produced daily compared with an estimated market

potential of 1,000,000 bottles. The quality control laboratory

conducts only the most rudimentary tests. The purpose of the visit

again was to determine the means of manufacture and the level of

standardization achieved. The brewery applies its own standardization

and targets. Any variation from the norm is scheduled for correction

(if it is not too expensive or time consuming) during the 10 hours of

"downtime" each day.

The pressures to produce a greater yield of beer may affect quality.

Malt is received from Belgium and France on the basis of bid samples

and moved from the Port of Sudan quickly to the plant. All lots of

incoming product are fumigated at Port Sudan and again in the brewery

warehouses. The incoming products are then examined and about 10

percent of shipments are rejected at the brewery and diverted to

hi
animal feed or destroyed. Mold, insect infestation, moisture, starch,

saccharification time, extract color, odor, and diastasis, etc., are determined. The yeast cultures are presently obtained elsewhere, hut

the aim is to maintain the Brewery's own.

The Brewery management desires appropriate standards for the bottles

and caps in order to reduce losses and to upgrade quality. There is a serious problem connected with the bottles and closures. The Brewery

is required by the Government to use domestically produced materials.

Often the tops of the bottles are not smooth but have two "teats"

where the halves of the mold were joined. In addition, many caps are

not well laminated with sealing compound. Both these defects cause carbon dioxide to escape during pasteurization. This problem has been

partially resolved by having the local cap producer add an extra ring

of sealing compound in the cap. Another problem resulting from

inadequate bottle closure is the development of an undesirable

cloudiness. A good seal inhibits this problem.

The bottles are of different thicknesses, thereby causing the apparent

fill to vary by up to two centiliters. Unfilled or partially filled

bottles are visually spotted and manually removed from the line. One

automatic filler was operating improperly, but there was no time to

adjust it duiring production thereby causing significant production

variations and losses. Obtaining replacement equipment parts is most

difficult but would be important to making the Bewery more cost

effective

.

Whereas the production manager is anxious to improve his quality

control, the general manager at this time is reluctant to embark on costly changes or improvements that might affect output. He is

uncertain of the future for alcoholic beverages in the Sudan. Beer

production could be prohibited in the event of passage of an alcohol

abolition law that has considerable backing in the country.

Dr. Gadir ' s laboratory checks samples of the finished products and

recommends changes in production controls. The product that was

sampled in the meantime will have been distributed and consumed. The

products are not coded. Nevertheless, the team recognized favorably

the limited commendable controls that are exercised despite the

absence of competition and the excess of demand over production.

IV-3-T- Visit to the SAAD Sweets Factory in Khartoum on March 1

Almost the fioll Survey Team was received at the Saad Sweets factory, a private corporation producing hard candies, toffee, and halva. The

production and packaging facilities were shown. The purpose of the

visit again was to observe production and packaging of candies and to

understand the use of standards and quality control.

42
IV-3-8. Visit to the Abdo Rabbo Floirr Mills in Port Sudan

on March U

The fiill team was received by Sayed Ali Abdul Rabbo, the Manager, and

Sayed Izeldin Hamza, Chief Miller. The Abdo Rabbo Floiir Mills produce

flour from imported wheat, sold to it by the Government at a dictated

price, and sell the flour at the price fixed by the Government. The

Ministry of Commerce specifies to whom sales are to be made. This

mill operates 2h hours per day and shuts down for cleaning one day per

month. All production is immediately sold.

The handling of the incoming wheat, cleaning, milling, bagging, and

the control laboratories were inspected by the Survey Team. This is a large-capacity operation with much automation. Although insect

infestation as well as moisture are measured on incoming wheat, no price differentials are permitted for quality. The finished flour is

tested, but again there is no price differential for quality.

The Abdo Rabbo is the second largest of six mills in the country.

Although it is in the private sector, its profits are controlled by

fixed prices for the incoming wheat and outgoing flour. ¥e were told

that there is no special problem with mold and insect infestation,

which is accepted as a matter of course. Although ij-0 - 48°C wheat may

be held for 25 days, it is recirculated in the silos.

The wheat for milling is adjusted to 25 percent moisture—sometimes

arriving as low as T percent and sometimes slightly higher than 25

percent. Very good, clean wheat has about 2 to 3 percent insect

infestation. Some of the wheat from the United States has as much as 12 percent contamination. However, the mill is charged the same price

.

The finished flour tests are for cleanliness, moisture, and

extraction. The last is determined by the bran content in the

finished flour. Two types of flour are produced: 86 percent

extraction for bread and 72 percent for biscuits. The production was

80 tons of wheat per day in 1972 and was increased to 2k0 tons in

I97U.

Although the Ministry of Commerce checks scales for acciiracy, the use

of products in international trade provides added impetus to maintain

accuracy.

The moisture target for soft wheat is lU percent and the target for

hard wheat is 15 percent. With wheat being received as low as 7

percent moisture, the product is moistened prior to milling. Moisture

checks are important and conducted routinely. Protein determinations

are not performed. Sayed Amin informed us that only a minority of the

industry carries out laboratory checks of ingredients and finished

product

43
The SAAD Sweets Factory is the largest in the Sudan, producing about 90

percent of candy produced within the country. All production is

rapidly sold, and demand far exceeds production capability. Therefore,

a second factory is under construction in the Khartoum area. The

present factory and the new one when completed are labor intensive

compared with western candy factories. At least two reasons dictate

this :

1. Plenty of unskilled labor and few skilled

technicians are needed for operation and

maintenance of these plants compared with more

automated factories.

2. Difficulty in obtaining and stocking

adequate spare parts.

This factory is 27 years old and employs up to 300 workers. It

produces 12 different types of candies packaged in plastic, paperboard,

and tin containers. Production of the candies averages approximately

27 tons per day and uses 20 tons of sugar. The supply of sugar is at

times short and could be an additional temporary problan when the

second factory goes into operation.

All candies are packaged by weight. Scales are arranged alongside

manned production lines. These balances, bearing the seal of the

Weights and Measiires Department, are used by the workers to meas\ire the

appropriate amounts of candies (depending on package size). The

production line is sampled and taken to an inspection station where

packages are weighed (total, tare, and contents) and results are entered on a report form. Present tolerances (over and under) are preprinted on these forms. If weight is outside tolerances, the floor

supervisor is notified and he takes remedial action after the fact.

The noncomplying packages go into distribution. Report forms go to

the plant manager in all cases.

In general, the quality of ingredients is not examined. Rather, the

factory management depends on the reputation of suppliers.

Occasionally, samples are provided to the Ministry of Health for

testing

.

A form is used by up to three inspectors which rates various aspects

of the finished product on a scale ranging from excellent, through

acceptable to nonacceptable. Quality measured includes: color,

smell, taste, and form of candy; as well as size, printing, color, and

appearance of individual wrappings and final container. Completed

quality forms go to the plant manager. If the inspector finds

qualitative deficiency, he notifies the floor supervisor who takes

corrective action. The packaged candies are subject to marketplace

check for correct weight by weights and measures inspectors.

kh
IV-3-9- Visit to the El Shiek Oil Company in Port Sudan

on March k

The entire team was received by Mr. Osman El Shiek, the Manager, and

Mr. Pa\il de Smet , Eng'.neer, of Belgium. The El Shiek Oil Company

produces cottonseed £tnd groundnut oil mostly by the solvent

extraction process and in accordance with purchasers' specifications.

Some oil is produced by pressing of seed. The oil is exported in bulk

as crude oil for further refining. The team went on a plant visit and

saw the small laboratory.

The plant was built by a Belgian firm but had some initial problems so

it is being rebuilt. The old pressing equipment is still in use, but

the product is recognized as inferior to the product that is solvent

extracted. Paul de Smet (no relation to the firm that built the

plant) installed the original plant and is now back to operate it for

at least two years. He has a considerable task to train the

operatives, but he appears to be succeeding and he does seem to have

the confidence of the owners. The firm buys the hexane (the solvent

extractant) abroad but achieves good recovery (small loss) for reuse. They have built a standby diesel power plant because of interruptions

of electric service. A new steam generator will serve the whole

plant. A cleaning plant to clean the groundnuts before entering the

plant is being assembled to eliminate dirt, stones, sticks, etc., that

now cause wear and erosion. No particular problems are known at the

present, but this plant leans heavily on the technical management of

Paul de Smet. Sudanese management should be capable of taking over from Mr. de Smet when he leaves.

The Government collects samples of oils intended for export, and if

acceptable, a certificate permitting export is issued.

rV-3-10. Visit to the Pharmaceutical Industries Laboratory

in Khartoum on March 9

The team was received by G. Shashati, the General Manager of this

private sector "Laboratory" that produces a wide range of

phamiaceutical products, some cosmetics, a bug bomb, etc. Some

products are under license from British firms, such as Lever

Brothers —e.g., toothpaste. They also make Chesebrough Ponds products

under license—shampoos, hair tonics, nail polish, hand cream, etc.

Some items are manufactured under their own brand. The Government is

their biggest customer. The office, laboratory, and plant looked neat,

clean, and modern.

The Laboratory can produce all of the common pharmaceuticals such as are made by a druggist. They follow British Pharmacoepia in general

for both formulation and testing. A small laboratory checks products

as a pharmacist would. Measurements, such as of viscosity, density,

etc., are made. They make ointments, tinctixres, and tablets and have
facilities for producing them in quantity, filling, pressing into

tablets, etc. For example, a striped toothpaste is made under

license. They believe they can make all the common pharmaceuticals

with greater precision than a druggist. A list containing TO common

remedies they would like to produce under license was given to

Dr. Taylor. Government restrictions are said to be more severe on them

than on imported products. The latter are usually taken at face value

while the local ones are suspected. Another complaint is that

domestic companies must buy alcohol and sugar at retail cost,

including taxes, while imports are not taxed.

Our hosts believe that local industry should be given more support.

They have succeeded generally in obtaining import licenses for most of

the raw materials which are needed, but must often wait four to six

months for approval of the needed quantities. They need long-range

assurances from the Government so they can establish a line of

products that will win sales appeal over imports. They believe there

is a jurisdictional problem between the Ministry of Health that

regulates them and the Ministry of Industry that encourages industry.

This is, of course, a well-known problem alleged to exist in most

countries

Procurement of simple chemicals and laboratory apparatus is a problem

for small buyers. There are no local sources —and one can get

disheartened processing small orders. Would not a good supply house

find a good market in the Sudan?

IV-3-11. Visit to the Karan Biscuit Factory in Omdurman on March 3

Mr. B. M. Gutterman, accompanied by Dr. Abdel Gadir Mohd, Abdel Gadir

Sayed Moh'd. Nur Mahgoub, Sayed Hassan Kambal , and Sayed Jozeph Zaki

Boutros, was received by Mr. Abdel Earned Eddaw, Factory Manager, and El

Sheikh Elbugdadi, Technical Manager. The Karam Biscuit Factory is a private sector firm engaged in the manufacture of biscuits, "creamfilled” sandwich cookies, soft crackers, and halva. It is anticipated

that this plant will manufacture flour in the future.

The facilities inspected included the manufactioring operation from the

receipt of raw materials to the packing of the finished product. This

factory, except for packaging and packing, is highly automated. Flour

received must be sifted to bring it to a T2 percent extraction from

the original 82 to 84 percent extraction. Plans are made to produce

flo\ir itself because of the recognition of a need for a low extraction

product. The controls are essentially those of experienced bakers who use sensory tests in process and on end products. They do not depend

too much upon thermometers even when they are available.

Whereas the management referred to the presence of antioxidants in

their imported hardened palm oil , they knew of no antioxidants in the

46
other shortening. Further, they stated that they know of no other

preservatives of any kind in any of the ingredients. There appeared

to be only limited information concerning the available raw materials.

There is a frequent shortage of flour and sugar available to the

bakery thereby limiting production. They use ^5° Baiime glucose syrup,

dextrose monohydrate, salt, nonfat milk, and citric acid in their

biscuits and fillings. There are sometimes complaints of rancidity by

consumers.

The lack of available low-extraction flour from a flour mill may cause

this bakery to increase its costs of production significantly by inhouse milling. With the total yield of the mill intended only for

this bakery, costs would be high. A large mill supplying quantities

to a n-umber of buyers woiold be a more efficient operation and,

therefore, less expensive.

IV-3-12 . Visit to the Flour Mills Corporation at

Khartoum on March 5

Mr. B. M. Gutterman, with Dr. Abdel Gadir Mohd. Abdel Gadir, Sayed

Moh'd Nur Mahgoub, Sayed Hassan Kambal, and Sayed Joseph Zaki Boutros, was received by Mr. Farouk El Sheikh El Tom, General Manager, and

Mr. Salih Abd Elwahab, Technical Director, both of the Flour Mills

Corporation. This is a public sector corporation producing flour for

Sudan from both imported and domestic wheat.

The purpose of this visit was to determine the standardization

practices of the factory and to share views with our hosts on the need

for standards for the future. The team inspected the factory and the

laboratory.

Again we found that the Government controlled purchases of wheat at

specified quantities and prices, as well as sales of the output of the

flour mill. There were frequent production stoppages because of power

outages. Power supply on a continuous basis is important, but we were informed no factory in the Kharto\m area may install a "backup

generator" without government permission which is rarely given. V7e were informed that installation of backup generators is not permitted

unless it can be shown that power outages occur often and that some

are continuous for 2h hours or more. The company representatives

stated, however, that there are a large number of outages of several

hours, followed by a delay of several hours for the factory to come fully "on stream" again.

The mills produce both 86 and J2 percent extraction flour. When more

local wheat becomes available, they anticipate lowering the 86

extraction to 80 percent. The production of this mill is 80 percent

of capacity. This is governed by wheat availability and power

kj
failures. Although the silos can hold a 3-month supply, the usual [ storage quantity is only a 2-day supply. Moisture (15 percent) and j extraction is checked daily. Insect damage checks are carried out

only for wheat from Port Sudan silos. The Ministry of Industry takes |, samples randomly or on complaint. However, the Ministry's standards

are not yet established. The company is represented on the government > specifications and standards drafting committees. This company would

welcome standards because it is compared with other plants, and if its | quality drops, it is probable that it would be charged with seeking

excess profits. Most production is of the high- extract ion type. The | company carries out blending in the event they cannot attain the

desired amount of high- extraction product.

¥e were apprised of an alleged black market operation in that some bakers sell flo'ur instead of bread, and also obtain more than the ^ specified amounts of flour by obtaining it from several sources. They

argued that the subsidy does not help the consumer, but instead helps

the baker who charges higher prices. It is the opinion of the

management that the elimination of subsidies will provide an

environment for better competition. Moldy wheat when found is not

used but diverted to animal feed. This may be a dangerous practice

if the mold is aspergillus flavus.

Although the industry is looking forward to composite flours made by

blending wheat and sorghum, the price of the latter at this time makes

such a composite uneconomical. i

i All training except for higher positions is carried out locally.

Scales are checked by weighing products at other points. '

IV-3-13- Visit to the Hew Industries Co.(s) Ltd. (Pepsi Cola) ! in Khartoum (P.O. Box Tl^) on March 6 i

Mr. B. M. Gutterman was accompanied by Sayed Moh'd. Nur Mahgoub , Sayed

Hassan Kambal, and Sayed Joseph Zaki Boutros and was received by Mr .

’ Strati N. Limnios, Director, who explained that the New Industries

Company is in the private sector and supplies the market with soft

drinks (carbonated), including Pepsi Cola, Lemon ("Teem" in the United i States), and Orange under license from Pepsi Cola, International. The

Company also intends to produce strawberry soda from concentrate in

the future.

The team inspected the entire bottling plant, which uses only imported

bottles because the domestic production is unacceptable. At normal

soda water pressures (3-5 to h .2 atmosphere), a large number of the i local bottles explode. Although it has a capacity to produce 1,200 to

1,400 cases per hoiar, the plant is producing at a rate of only

approximately 800 cases per hour. Due to "crown cork" seal problems,

the Company rejects approximately 100 cases of bottled product per

hotir. Present Port Sudan delays of equipment, materials, etc., of 2

months or more affects production and cash flow.

48
The Company -will

^ send Mr. Gutterman a copy of in-plant specifications

and control requirements. Carton dioxide, sugar, and caps are locally

supplied. The plant has its own water treatment plant. All products

and ingredients are tested. Samples are taken hy the plant, hy Pepsi

Cola International, hy the Ministry of Industry, and hy the Ministry

of Health. The Ministry of Industry is stated to have a soda water

standard in effect, hut this did not appear to he a part of the system

of standards planned hy the Ministry of Health.

A chemist is in charge of quality control hut is responsible to the

production manager. He will soon he made responsible to the general

manager

Because of frequent power outages, the Company has been able to

convince the Government of the need for an auxiliary generator.

Sayed Jozeph Zaki Boutros of the Ministry of Health informed us that

there have been complaints of fermentation in the product. This may

he due to low carbon dioxide, lack of preservative, poor cap seal,

poor washing, or other causes. The Ministry of Health has recommended

improvements, and we were told that they are being followed. These

problems appear to have been concentrated in old equipment and not in

recently installed lines. However, the Company may favor the use of

preservatives as an added safety feature. Any laboratory reports

(plant or government) are usually too late to correct products which

are tested. Normally they are sold long before the test results of ' the samples are received.

IV-3-lh: Visit to the Sphinx Macaroni Factory in Khartoum

(P.Q. Box 131) on March 6

Mr. B. M. Gutterman, with Sayed Moh'd. Nur Mahgoub, Sayed Hassan Kambal,

and Sayed Jozeph Zaki Boutros, was received by Mr. T. S. Calidakis,

Manager, and Mr. Mahomed A. Abdelmapeed Abdelmoneim, partners of the

Sphinx Macaroni Factory which is a private sector company producing

pasta products. All that is manufactured is sold. There is some

export to Chad, but transportation to Port Sudan for export to other

countries has met with difficulties. The team was invited to inspect

the manufacturing facilities, including the receiving procediores for

raw materials and packaging of the finished product.

Whereas this company could produce l8 forms (shapes and sizes) of

pasta and sell them without difficulties, it produces only 5 because

of shortage of flour. Management says that its product is prepared

from soft wheat flour, but semolina from hard d\ir\mi wheat makes a more

acceptable product. The former makes a soggy product. Drying

requires control; if too fast, the product is brittle; whereas, if too

slow, it becomes moldy. There appeared to be few observations made of

times and temperatiires. No laboratory testing of ingredients or end

products is performed.
This plant is singularly lacking in controls, although its practice of

the "art" of pasta manufacturing appears to he producing pasta

acceptable to the market. The process is semi-automatic, except for

packaging which is all manual. The manager told us that he gives away

an excess of 10 g for every 400-g package. However, based upon what we

saw, we do not see how he can determine that. The scales are old and

dilapidated, and the weighing practices are poor. The team observed

some birds in the processing, drying, packing, and storage areas. This

condition, if not remedied, may lead to health hazards.

The manager desires standards, provided they are directed to Sudan's

needs. Further, he believes that any standards should be mandatory,

since competitors would take unfair advantage if standards were

voluntary

.

New lines are to be installed which will be more automated and provide

greater output. At this time, with a 2-ton capacity, he produces

only 1 to 1 1/2 tons per day due to a shortage of the necessary 72

percent extraction flour.

IV-3-15* Visit to Union Carbide in Khartoum on March 6

Almost the full team was received by Mr. Herzog and staff. Union

Carbide manufactures in the Sudan only one produe t^ namely D-size dry

batteries, to U.S. company standards. The team was welcome to inspect

all facilities including the very modern plant and control

laboratories. Union Carbide is the only U.S. company manufacturing in

the Sudan. The parent company operates in 30 countries. The Sudanese

plant has been on stream for 2 years with just 7 expatriates

achieving productivity and quality standards. The management finds

Sudanese labor, technicians, and management trainees excellent. The

general atmosphere gives the impression of being purposeful and

optimistic, but with needed work discipline. Placed in one of the

highest management positions is a Kenyan who experienced the earlier

development of a similar plant in Kenya. So far no Sudanese are in

top management positions.

Standards are laid down from Cleveland, Ohio. Even raw material

suppliers have to be approved and are subject to control checks.

There are IT presently approved raw material suppliers. Only paper

products and plastic bags are Sudanese.

The Sudanese demand for size D batteries does not exceed the supply

and the firm exports to Jordan. Sale and distribution to retailers is

carried out by the company.

50
IV-3-16 . Visit to the Agricultiiral Research Corporation (ARC)

(Gezira Research Station) in Medani on March 8

Sayed Ahmed Bahikr and Sayed El Amin El Awad led Mr . Herudi

Kartowisastro , Mr. Mohamed Benkirane, Mr. Albert D. Tholen, and Mr. H.

Steffen Peiser. The party was received by Dr. Nasr Eldin Sharaf

Eldin, Division Head for Entomology, and Mr. S. I. Shaaban . The

Agricultural Research. Corporation carries out research in soils,

agronomy and crop physiology, phyto -pathology , weed control,

entomology, cotton breeding, crop introduction and improvement, and

general horticulture. The purpose of the visit was to view this

important large research station in a beautiful setting and to

comprehend needs for measurement support, standard reference

materials, etc. It also seemed most desirable to comprehend how the

Sudan had solved the problem of giving some considerable Independence

to a research organization by establishing it as a Corporation, while

the Ministry of Agriciilture , Nutrition, and Natural Resources

maintained fiscal control and the focus on national needs. Until 196?

this autonomous Corporation now headquartered here was a Division of

the Department of Agriculture. Other agricultural research stations

of the Corporation are located in the northern and southern provinces.

Altogether the staff of ARC includes 150 specialists with degrees —85

of whom hold higher degrees

The team visit was not expected due to misunderstandings; consequently,

we saw the central campus in general and chemical laboratories using

latest gas chromatographic techniques for measuring pesticide

residues. ¥e were, however, given a general overview description of

pesticide research for crops. No work is undertaken for animal

husbandry. Work on insect pathogens, sterilization by radiation, and

sex hormones is either starting or being considered.

The importance of cotton to Sudan is well reflected in the programs of

ARC. Efforts in developing varieties resistant to black arm and leaf

curl have been very successful. The importance of sorghum, wheat

beans, and sugar cane research is rising. No information appeared to

be available on human allergies from contact with castor beans.

The mission of ARC appeared to be understood and fulfilled by the

staff, and the research atmosphere seemed very good and confident.

TV-k . Visits to Cotton Textiles Industry

IV-b-1. Visit to the Khartoum Polytechnic in Khartoimi on

February 26

Team members were received at Kharto\im Polytechnic by Dr. Bushka

Abdelmagid, Head of Textile Department, and Dr. Ahmes Hassan Elshieht,

Professor of Spinning. Khartoiam Polytechnic trains textile

technicians for the growing textile industry. It offers a three-year

51
program leading to the conferring of "Diploma of Textile Engineering"

which is equivalent to the English National Certificate.

The purpose of the visit was to learn about the academic system in the

Sudan for training technical personnel for the growing textile

industry.

A visit was made to the Textile Institute which is part of the Textile

Department's training facilities. The two professors appeared highly

dedicated to their profession and proud of the students graduated from

the Institute. They hope to expand their program. Members of the

visiting team feel that eventually they will also have to train

engineering graduates to meet the needs of the growing textile

industry.

The Textile Engineering Department has about 70 students and 6

faculty members plus lecturers from the textile industry. The

Department awards the previously mentioned Diploma of Textile

Engineering to a student who successfully completes 3 years of

training. The first class was graduated in 197^. Each graduating

class has about 20 members, including at least 2 women per class.

Students are required to study subjects such as physics, mathematics

(up to calculus), mechanics, engineering drawing, chemistry, textile

economics and human relations. Students spend part of each school

week in nearby textile factories observing textile operations. In

their third year, they spend 3 hours 3 days a week in the mill

for actual experience. Female graduates tend to work in quality

control departments after graduation. The Institute has no textile

engineering laboratory facilities, but is allowed to use the ones in

the Textile Institute at Khartoiam North. Of the 6 faculty members,

2 are Ph.D.'s, 2 hold teaching diplomas, 1 has a B.S. in Textile

Engineering, and 1 has a B.Sc. in Electrical Engineering. In

addition, there are 3 technician assistants. The Department hopes

eventually to expand its program to a 5-year structure to award a degree in textile technology and to move to Khartoum North for more

spacious facilities. Students receive free education, food, and a little pocket money. They are selected from high-school graduates

based on scholastic achievements especially in science courses taken

in high school.

JM-h-2. Visit to the Khartoum Spinning and Weavine Factory

in Khartoum North on February 28

Team members were received at the Khartoum Spinning and Weaving

Factory by Mr. Mohamed A. Sarrag, Assistant General Manager; Mr.

Mohamed Dowidar, Weaving Manager; Mr. Sid Ahnel Siddik, Spinning

Manager; and Mr. Ahmed El Hadi Elbo, Quality Control Manager. This

factory spins yarns to supply its own weaving plant to make Wilaya

cloth 22 w by 22 f and Damorla cloth 42 w by 36 f (w is warp yarn

count and f is filling yarn count).

52
The team wanted to observe processing operations from opening

through weaving, as well as the quality control program and

facilities. For this purpose the team was shown the entire factory,

including the quality control laboratory, which does not appear to be

used extensively, and the inspection room. The team advised the

quality control manager to check his carding operation to reduce

neps —including card settings and weight of sliver delivered.

The factory has 25,000 spindles and 271 looms. It has 3,000 employees

working on 3 shifts. Weaving efficiency of the looms was said to

be about 50 percent which is much lower than is standard in the United

States. Single-strand yarn strength was checked daily on 10 spinning

frames at 10 spindles per frame. Yarn defects are one major source of

low weaving efficiency. The combination of low weaving efficiency and

dusty quality control laboratory equipment gave us the impression that

their quality control program was not strictly followed. Most of the

fabrics we saw looked more like seconds than top grade goods. The

card webs were also indicative of poor machine settings. We were told

that laps were checked for evenness daily as part of the quality

control program.

The mill is experiencing an 11 percent absenteeism. We were told that

the mill actually needs only about 2,500 people. The add it ional_, employees

were carried on the payroll to allow for the high rate of absenteeism.

migration xs also a major labor problem—either leaving the

industry or the country. It takes 6 months to train a person to

become a spinner or a weaver. When an employee is gone, the 6 months

of expense is lost to the factory. This migration also amounts to

quite an expensive problem.

IV-k-3: Visit to the Omdurman Knitwear Factory at

Omdixrman on February 28

The team was received at the Knitwear Factory by Mr. Omer El Musharaf,

the owner of the Factory, and Mr. Apostolis Facaros, the person with

responsibilities ranging from mechanical to chemical, technical, and

sales questions. The Factory manufactures fabrics and finished knit

\inder shirts and thermo underwear for men. The factory is a familytype operation. It has 120 employees and 22 knitters. It uses l^igauge knitters for thermo fabrics.

The team wanted to observe processing procedures, facilities, and

the factory's qualitj/^control program and was able to inspect the

whole factory from knitting to sewing and finishing. No step was taken

at the Factory to check the quality of incoming yarns and outgoing

fabrics except by judging the fabrics for faults. Fabrics with faults

were classified as seconds.

The owner is thinking of expanding his knitting and wishes to supply

his own yarns if the price is right. Mr. Louis promised to send him a

53
cost estimate per spindle from opening through spinning (making 30/1 to

32/1 yarns )

At present the factory uses local yarns from the Sudan Textile Factory

and the Friendship Textile Mill, hut prefers the yarn from the latter

for its better quality. The knitters are being blown-down twice a day

for a three-shift operation. Yarns are not waxed for knitting. There

are three shifts for knitters and one shift for garment-making employees.

The factory uses 12-inch, 14-inch, 18-inch, and 24-inch diameter knitters.

The fabric finishing operation consists of a caustic boil and wash.

The products are classified as first- and second-class goods.

IV-4-4 . Visit to Ascindco, Ltd., on March 1, 1978

at Khartoum North

Members of the team were received at Ascindco, Ltd., by Mr. Idrahim

Sobahi , Chairman, and Mr. Mohamed Siddik, the General Manager.

Ascindco manufacttires men's shirts and aluminum-frame, two-suiter,

synthetic leather- cover suitcases. The purpose of the visit was to

examine the quality control of products and related programs. Both

the cloth-making and suitcase- making lines were visited.

No quality control measurements are made on incoming raw stock of

fabrics imported from Japan and Switzerland. The finished shirts are checked at each of the 13 sewing step stations and by the "cleaning"

person before packaging.

A high excise tax (10 percent) plus a 5 percent development tax forced

the closing of 1 of the 2 shirt-sewing lines. Instead, suitcase making

is being expanded to include a steel-frame suitcase assembly line. The new line has a capacity of 200 cases/day. A new building is being

erected to house the new assembly line for the steel-frame suitcases.

We were told that the taxes mentioned above will have to be reduced in

order to avoid curtailment of this type of light industry.

IV-4-5- Team visit to the Khartoum Socks Factory at

Khartoum North on March 1

The team members were received by Mr. John Kassar, owner and Mr. Mohd

Agag, Engineer at the Khartoum Socks Factory which makes nylon socks

for men and boys. The purpose of the visit was once again to check

the quality control of products and relevant programs. The team was

shown the sock-making plant, the sewing room, the heat-set room^ and

the packaging room.

The factory has three stages at which workers check the socks for

quality. These stages are toe-sewing, heat-setting, and packaging.

Goods are classified as first and second grades. Seconds are packed

in packages of one dozen and without label, and sold at 50 percent

discount

54
The factory is family-owned and employs an engineer who takes care mechanically of all the knitting machines (j Italian-made and 11

English-made). He also designs patterns for machines. Five more new

English knitting machines are being planned for a new expansion

program for which the Factory must first obtain permission from the

National Research Council and the Ministry of Industry. The Factory

has a long-range plan to add 5 or 6 new knitting machines every 6 years. Nylon yarns used for the socks are Imported from Taiwan and the U.K.

All the English-made knitters are 12 gage, and the Italian-made are*

36 gage. Only 1 size of socks is made for men's wear and 1 other for

boys

.

As much as 10 to 15 percent of each day's production is second grade,

which is mainly produced by the second 12-hour shift when the engineer

is not on duty. Female workers can be employed only during the morning

shift because there is a law that prohibits a female worker to work

after 10:00 p.m. The factory has 11 male and 10 female workers.

Female workers are allowed 2 months of maternity leave as well as one day per month with pay. The owner told us that his engineer is

leaving him next month for a higher paying job outside of the Sudan.

Labor also is a problem here.

IV-1+-6. Team visit to the Red Sea Spinning Company, Ltd .^ on March k at Port Sudan

At the Red Sea Spinning Company, the team members were received by

Mr. Khalid Ahmed Abbas, General Delegated Manager; Mr. Mustaka Aboelraout,

Production Manager; Mr. Mohd Yousif, Delegated Manager Director; Mr.

Mustafa Abdel Rawaf, Assistant Spinning Manager; and Mr. Mutwalil

Abdou, Assistant Spinning Manager.

The Red Sea Spinning Company produces and sells cotton yarns (carded

and combed) for domestic consumption and for export to the United

Kingdom. The purpose of the visit was to examine the quality control

of products and related programs. The team was shown the entire

production line, including the opening, picking, carding, drawing,

combing, roving, spinning, and winding operations.

The mill uses 1.4-inch staple cotton for all its yarns, which ranged from

24/1 (carded) to 4o/l (combed). This would not have been the practice

in the United States. The mill was well run and kept quite clean. It

has a quality-control program for yarn and an intermediate processing

stage but none for cotton raw stock. It has no fiber-testing

facilities, which constitutes the major shortcoming of the operation.

The mill was equipped with American-made textile machinery—from

opening through winding. The mill produces sale yarns ranging from

24/1 through 40/l —both carded and combed yarns. Distributions of

spinning frames based on yarn counts are for carded yarns; 6 frames

55
for 2h/l and 30 frames for 32/1. For combed yarns there are 10 frames

for 36/1 and 12 frames for i+0/1. The mill has been exporting its

yarns to Italy and the United Kingdom, but now 75 percent of yarns produced are sold to the Blue Nile mill within the Sudan. The mill has

yarn-testing facilities but none for fiber tests. It has been sending

samples to the United Kingdom for testing and verification of

specification. Red Sea Spinning is experiencing the "honeydew"

problem with Sudanese cotton and excessive short fibers in the Acalatype cotton grown in the Sudan. The difference in price between the

Acala (65 cents/pound) and the 1.4- inch staple Sudanese cotton (99

cents /pound) is 34 cents/pound.

Mr. Louis agreed to test for the production manager raw stock samples

of honeydew affected cotton as well as a sample of Sudan-grown Acala

( California-type) cotton to test for honeydew and short fiber content

respectively. He would hope to find a solution to the honeydew

problem of this Company. It is the most serious shortcoming of

Sudanese cotton at the present time.

The mill is currently understaffed both in technical and nontechnical

personnel. This is the only mill we visited which is not over staffed

to compensate for absenteeism. ¥e were told that the mill sets prices

for the sale of yarns. The mill has 12,528 spindles (2l6 x 58 ), and

produces about 6 tons of yarn per work day.

rV-4-T. Team Visit to the Sudanese Industries Association and

the Sudan Cotton Growers Association at Khartoum on March 5

Team members who visited the Sudanese Industries and the Cotton

Growers Associations included the textile subgroup and Mr. G. L.

Louis, Mr. H. Steffen Peiser, Dr. Mahmoud Salama, and Dr. John K.

Taylor

.

The purpose of the visit was for Mr. G. L. Louis to deliver a slide

lecture on cotton research at the Southern Regional Center of the

Agricultural Research Service of the U.S. Department of Agriculture.

The audience included textile specialists and representatives of the

Industrial Manufacturers' Association.

Mr. Louis described some recent accomplishments and current activities

of the four research groups in the Cotton Textile Processing

Laboratory of the Southern Regional Research Center of the U.S.D.A.

His presentation was illustrated with a set of 35 nmi color slides.

Special emphasis was given to the following topics: the revolutionary

tuft-to-yarn spinning system; the wet-wall electrostatic precipitator;

electrostatic spinning; effects of cotton-fiber properties on ring and

open-end (OE) spinning; mechanical processing on OE rotor dust; and

effects of cotton-fiber properities and yarn sizing on lint shedding

56
in knitting. Accent of the presentation was on maximum utilization of

cotton through systematic research. The audience was very responsive

and asked many pertinent q^uestions during and after the presentation.

rV-ij--8: Team Visit to Hilal's Factory at Omdurman on March ^

The team was received at Hilal by a young employee who did not speak

English. The owner of the factory is Mr. Eltigani Hilal , who also

owns a shoe factory which some of the team visited. The factory makes

braided elastic bands for undergarments and braids for neck borders of

outer garments. The purpose of the visit was to check for qualitycontrol facilities and related programs. The team saw the one-room

family -type operation. There was no discussion during the visit

because in the absence of the owner of the factory there were

difficulties in communication.

The one-room factory has 2^ x 8 = 192 braiders which were making

braids out of 10-300 denier 50 filament viscose rayon imported from

Acahi Chemical Industries, Ltd., in Japan. The cord of the braid

consisted of 3 strands of elastic bands (round). One person

measured off 3-meter lengths and cut these for packaging. The

elastic braids are then packaged in 3-meter lengths per pack by

about 10 women. No price per pack was given to us although we asked.

No quality-control facilities were in sight.

rV—4-9: Team Visit to the Hemired Textile Factory (address

P.O. Box 690) in Omdurman on March 5

The team was received by Mr. Saad Ali Hemied, the owner and Mr. ElTayeb H. Braire, the Manager of the Hemired Textile Factory making

fabrics for native wear of ladies. Examination of quality control was again the main purpose of the visit. The team saw the weaving room,

including winding and warping facilities, the storage area for

incoming yarn, and the inventory room. Mr. Braire is a trained

quality-control specialist, having a diploma in this subject, but he

does not use quality control in this mill. The reason is the same as

in some other establishments. The competition in marketing prevents

condemnation of any products as this would increase the cost of items

sold; besides everything produced is sold. The mill does occasionally

check incoming yarns for color fastness by washing. Yarns are being

imported from Japan, China, and Yugoslavia. The mill has 16 looms

which weave 32-inch to 46-inch fabrics; and 13 looms for T2-inch width

fabrics. They are all IWAMA looms from Japan. Part of the fabrics are for export but most of them are for the domestic market. The mill is

installing a Jacquard loom for fancy weaving patterns.

Although no quality-control program, no quality-control facilities, and

no incentive for quality-control existed, most of the fabrics produced

seemed to be of high quality.

57
IV-U-10: Team Visit to the Sudan Textile Industry, Ltd., at

Khartoimi North on March 6

The team was received hy Mr. Tag El Sir Mohd. El Hassan, the Technical

Department Manager at the Sudan Textile Industry, which ha.s a complete

textile mill working from raw stock cotton to finished fabric, plain

or printed. To obtain an impression of quality control and assurance

programs, the team inspected the complete mill during a tour lasting

an hour and a half.

The mill is the biggest and most complete mill seen by the team up to

that time in the Sudan. It is independent in operation and has a competent technical staff of 500. It also has 2 quality-control

laboratories for fiber-to-yarn and fabric tests, plus a chemical

laboratory to check for color fastness and fabric shrinkage.

The mill is large in comparison with the others we had previously

visited. It is IT years old and has no air conditioning. It has

laboratories for quality control, but its spinning efficiency did not seem to be very high as evidenced by the amount of ends down in

spinning. The card webs produced for carded goods looked very neppy,

which indicated poor carding practices, but they would not find time

to stop the cards to reset and strip them for better performance. It

is not a matter of not knowing how, but they do not want to lose

production. The lack of competition in marketing the products caused

a lack of incentive for quality.

The mill has 56,000 spindles and 2,000 looms with an additional 1,000

looms from a new addition. The mill spins yarns of l6/l and 30/l from

Acala-type cotton; spins 4o/l, 50/1, and 60/l from combed Barakat-type

cotton. Of the 56,000 spindles, 25,000 were allotted to fine-yarn

spinning—the Uo/l, 50/l, and 6o/l. Fabrics produced included printed

cloth, poplin, voile, and jeans for the army. The combed stock

section of the mill was more efficiently run than the carded section.

There are 9,000 employees in the entire factory. The mill has similar

labor problems to those of other mills which we visited in the Sudan.

IV-1+-11; Team Visit to the Friendship Textile Mill near Wad Medani on March 7

At the Friendship Textile Mill the team was received by Mr. Ibrahim

Saeed Shorbagi , the General Manager, and the Chinese advisers, Mr. S.

C. Chiang, Chief Engineer, and Engineers Mr. C. S. Tong, Mr. K. Wang,

and Mr. W. J. Gei. The team was grateful for the opportunity to tour

the unique facilities of the Friendship Textile Mill from opening

through finishing and to observe its quality -control programs. The

mill has a fairly complete quality -control program, in that it checks

all products at all the stages of processing—from raw-stock fiber

tests to finished fabrics. The mill was very systematically laid out

58
to maximize processing efficiency. Apparently it was meant to be a model mill setup to exhibit the capability of modern Chinese textile

technology. Fabrics produced from the mill ranked as the best among

all the factories we visited. Processing efficiency probably was

quite high judging from the very few end breakages in spinning.

Quality-control procedures seemed to be adequate in that products at

all stages of processing were being tested, but no quality-control

charts were visible anywhere. It was learned that the workers took

great pride in their mill and their work. They were eager to learn

and exhibited good attitudes toward general mill operation. A medical

staff was on duty at the mill. The technical personnel from the

People's Republic of China will be leaving for China by the end of

1978 , and the management of the entire mill will be handed over to the

Sudanese. The Chinese engineers felt that the Sudanese will be able

to operate the mill at its present rate of efficiency. In fact, the

Sudanese are running the mill on their own now with only occasional

advice from the Chinese engineers.

The mill has 1,600 employees at present, running 2 shifts up to the

weaving stage, and only 1 shift in finishing. Eventually it will

increase to 3 shifts through weaving and 2 shifts in finishing.

The mill uses both Acala and Baraket cotton with spinning yarn counts

from 21/1 to Uo/l. It has an annual surplus of 15O tons of yarn for

sale to other domestic mills for weaving or knitting. It has 25j000

spindles and 86^+ looms, producing I6 million meters of fabrics a year,

which included 2 poplins, a sheeting, a shirting, a sateen, and a voile. The honeydew problem is also experienced at the Friendship

Mill but minimized through humidity control.

IV-U-12: Team Visit to the Sudc .1 Gezira Board at Barakat on March 8

Sudanese team members present during the visit to the Gezira Board

were Mr. Ahmed Tutti and Mr. Small Hassan. Foreign team members were

Dr. John Taylor, Mr. Gain Louis, and Ms. Joan Pring. The team was received by Mr. Hassan Abdalla Hashim, Chairman and Managing Director

of the Sudan Gezira Board. The Board manages over 2 millon feddans

{3^hl square miles) of intensive cropping by tenant farmers of cotton,

dura, wheat, groundnuts, rice, and market gardening. The Board

promotes social welfare of the population of this irrigated area. The

piorpose of the team's visit was to see production of important primary

commodities, and cotton in particular. A 25-minute film was shown,

which summarized the whole operation.

In this remarkable project, state ownership of land and water supplied

by gravity Irrigation through a system of canals, sub -canals, and subsub canals is allied with private enterprise of tenant farmers

according to planning advice from the Sudan Gezira Board. Farmers

59
receive proceeds from all crops except cotton, where they receive a predetermined share. Cotton is picked between January and April and

has to be ginned, transported, and cleared through Port Sudan before

the rains. Overseas cotton sales provide Uo percent of the total

national revenue and 60 percent of foreign earnings.

The Gezira scheme was started by the British after the remarkable

Garstin report on the Nile water in 1904 and is continuing to develop

strongly as an outstanding socio-economic venture.

IV-4-13 : Team Visit to the Barakat Ginning Factory within

the Gezira Scheme, South of Wadmedani on March 8

Ms. Joan Pring, Dr. John Taylor, Mr. Gain Louis, and Mr. Lutfi were

received by Mr. Asim Abubik, the Deputy Manager of the Barakat Factory,

which gins cotton, prepares it for shipment, and collects the cotton

seeds. The team toured the ginning facilities to observe the ginning

practices. One ginning shed was visited. The gin does not have any

quality-control procedures.

We were shown first the room where sacks of handpicked cotton were

dumped on the floor. Two operators fed the seed cotton into a hopper

(an opening on the floor) with both hands and feet. The seed cotton

was then sucked through a system of ducts and distributed to different

ginning stands by overhead conveyors. The roller-ginned cotton fibers

were dropped to a conveyor apron and eventually fed to two bale

presses. Cottonseeds were also transported to a central location to

be collected. There was no provision for any type of cleaning for the

lint cotton. This lack of cleaning may be the cause for the high dust

content found in Sudanese cotton. Cotton dust is detrimental to

open-end spinning—a new spinning system which is becoming very

popular worldwide. In order for Sudanese cotton to enjoy part of the

open-end spinning market, the cotton will have to be cleaned before

shipment

.

60
V - Conclusions

A. Food Industries

Team Members

°Dr . Abdel Gadir Mohd. Abdel Gadir—Sudan

°Sayed Hassan Kambal —Sudan

°Sayed Jozeph Zaki Boutros—Sudan

“Sayed Mohd. Nur Mahdgoub—Sudan

°Mr. Benjamin M. Gutterman—U.S.A. (Coordinator)

Introduction

The Food Control Group would like to acknowledge gratefully the

organization, management, and assistance from Sayed Ahmed Mohd. Lutfi.

As is well known, the Sudan has the potential to become the major

supplier of foods to all Arab States. There is already available the

land and the knowledge. Modern manufacturing equipment is coming in,

and the development of a modern distribution system can be

established.

Problems

It is well recognized that in any country undertaking a major

development program one will find problems developing during the steps

toward attainment of goals. The area of food processing and control

is no exception, and the team did find some problems in the Sudan, such

as:

1. The team was informed that groundnut oil scheduled

for export was generally acceptable to the foreign

purchaser but that the "press-cake" residual was

often found unacceptably contaminated with

aflatoxin. This lack of control causes a loss of

export income or loss of product availability for

domestic use which could assume significant levels.

2. At the brewery many bottles of beer could not be

shipped because the domestically produced bottles

were poorly made. Further, a significant number of

domestically produced crimp caps were "out of round"

or contained inadequate sealing compound. As a result,

in many instances, the bottle closures were inadequate

to retain carbonation particularly during the higher

temperatures of pasteurization. This problem, if

uncorrected, could cause lack of consumer confidence

in domestic production. Also, at the brewery, many

bottles had to be removed from the filling line

6i
because of improperly operating filling heads. These

problems as well as that of poorly standardized sizes

of bottles and caps increase the costs of production.

3. At the soft drink bottling company, the Survey Team

also noted significant production losses. Management

informed us that of each 900 cases of bottles going

through the line for filling and capping each hour

only 800 could be shipped. Here, in contrast to the

brewery, the bottles used were imported and were of a much better quality. However, the domestically produced

crimp caps were essentially the same as in the brewery

and created a problem for the soft-drink bottler. Again,

because a large number of caps were "out of round',' there were frequent stoppages in the automatic feeder system

causing filled bottles to go through uncapped. These

bottles had to be emptied and restarted through the

process. In other instances, although a cap was put on

a filled bottle, the crimp closure was insufficiently

secure causing a loss of carbonation. These bottles also

had to be rejected.

4. At the biscuit bakery we were informed that only highextraction flour was available from the flour mill and

as such was unacceptable for biscuit making. Therefore,

the allotment of available flour required further processing

by the baker so as to make it equivalent to a lower

extraction flour. This is more costly than if proper flour

had been supplied directly by the mills. Of course, the

increased cost is passed on to the consumer.

5. On a number of visits to different factories, and particularly in the brewery and the soft drink bottling plants, we observed that quality control was directed primarily

to examination of the end product. Admittedly when

defects were noted, necessary corrections were attempted,

but not until the equipment was shut down for the day.

Defective products were not segregated prior to or recalled

after shipment. These factors appeared to cause significant

reductions in both product quality and quantity of production

or substandard products reaching the market.

6. A significant problem noted by the Survey Team was the

limited proper transportation to move raw materials to

the food factories and then to transport the finished

foods from the factories to their destinations. The

limited transportation infrastructure coupled with inadequate storage often contributed to spoilage of the product.

Delayed transportation thus not only contributes to the higher

62
cost of foods but also causes unnecessary losses in hard

currency. In some instances there can be danger of a resulting health hazard to the population.

7. The team was of the opinion that highly trained scientists

were expending significant time and effort in what may have

been unnecessary research or at least research of a nature

which may have a lesser scheduling priority than for other

health and safety problems in the Sudan. For example, in one instance the team observed a highly competent scientist

conducting research on a problem of color stability of a food. It appeared that his efforts could be more effective

by first carrying out an in-depth literature study accompanied by communication with local and foreign scientists

concerning the problems. Food color stability of the

nature of this research project is a common problem and

may have been already solved elsewhere. We noted a number

of similar research activities in a number of laboratories.

8. The Survey Team noted that although the laboratory and

inspection technicians as well as professional laboratory

scientists and administrators presently serving the Sudan

were well trained, there is a serious deficiency in their

numbers

.

9. There is a demonstrated lack of food standards and of

regulations for good manufacturing practices directed

toward domestic food production in the Sudan. Further,

there is also a lack of established standards for both

exports and imports. The Survey Team was informed of what

appear to be excessive delays between the establishment of

food standards and regulations and their publication in

their official publication. We were informed that as of the

time of our Survey, no food standards or regulations such as

for food additives have been fully implemented despite the

fact that several have been available for publication for

approximately two years. Although there are some local and

national food control programs being carried out, they appear

to be informal or are not developed until after an acute

problem has caused serious difficulties.

In summarizing the problems, the team recognized that scarce raw

materials and limited production of end products are exaggerated by

losses at both ends of the supply system because of lack of controls.

Recommendations

1. A study should be made of the cost benefits of reducing

production losses by national food control programs in the

63
Sudan. In many instances the benefits would probably exceed

the cost of such programs.

2. Quality control should be directed not only at end

products but in-process quality assurance should also be

instituted. Critical control-point identification and

good manufacturing practices should be provided. Control

practices can be based on statistical quality-control

procedures freely available from highly industrialized

countries and directly applicable in the Sudan.

3. Whereas transportation infrastructure in the Sudan is

being Improved rapidly, it is helpful to planners to

be given an analysis of how unsatisfactory transportation

services hurt various industries. The team^ therefore

recommends that the food industry in the Sudan should

state its problems arising from existing inadequacies

of transportation services.

4. More effort should be devoted to planning and coordinating

research, as well as to replacing experimental effort

on problems which may have been solved elsewhere by

more extensive literature searches.

5. More on-the-job training would be beneficial, particularly

if provided or supported by the Government. Broadly

based training is especially useful because it is largely

transferable between Industries.

6. Since available personnel have the capability to teach-,

inspect, and control in the Sudanese food Industry, they

should be encouraged to do so to a greater extent than

at present. Better food handling from the field to the

home leads to improved nutrition of the people and to

a reduction of food-borne diseases.

7. First voluntary and later mandatory food standards should be

developed by cooperation between qualified individuals from

industry, consumers, and the Government. The

voluntary phase will provide a time for learning and

adjustment. Delays in standards development should

be reduced, and once a consensus has been reached on a mandatory standard, effective enforcement should follow.

To encourage manufacturers and to awaken consumer

discrimination, a program of quality marking should

be considered.

8. The excess of demand over supply should not be permitted

to lead to an inferior product. Manufacturers would

64
do well to prepare for the day when they might find the

supply surpassing the demand.

9. National standards should be harmonized as far as practical

with international standards. The Sudan would find it

rewarding to be involved in international discussions on

food and food processing standards.

Concluding Remarks

The Survey Team is confident that with a recognition of the benefits

of a food control program, which is centrally coordinated, combined

with an accelerated program of relevant training, and with the full

participation of industry. Government academia, and consumers, Sudan

will soon take the position of a major supplier of "value added"

foods

.

The beginnings are already here. Food standards are being developed.

Existing standards can be borrowed and adapted from other countries.

Food scientists, technologists, production managers, and government

inspectors and analysts are increasing in number. The land is being

developed for many needs.

Among other developments, the team admired:

1. The Gezira Scheme.

2. The enormous Rahad agricultural project recently opened

by President Nemeiri.

3. The project consisting of about 600,000 acres to be

managed by a subsidiary of Delgety.

One recognizes that the term "agripower" will truly apply to Sudan.

Sudan must look to the future. Logic dictates that after all the

schemes, now in existence and planned for the future, have satisfied

the domestic consumption needs of Sudan, a large export trade will

follow. The Government of the Sudan should plan and prepare now.

B. Weights and Measures Group

Team Members

° Mr . Sayed Ahmed Babikr , Sudan

° Mr. Sayed El Amin El Awad, Sudan

65
° Mr. Mohamed Benkirane, Morocco

° Eng. Herudi Kartowisastro, Indonesia

° Mr. Albert D. Tholen, USA (Coordinator)

Introduction

It is the purpose of this section to report on the existing weights

and measures program in the Republic of the Sudan in terms of

resources (personnel, facilities, budgets) and services provided to

the commercial and industrial activities in the Nation. It is

intended here to provide observations and perceptions of the visiting

team which will be useful for integration into program planning.

Mission and Objectives

The National Weights and Measures Program is designed to "provide a uniform system of weights and measures in the Sudan and to regulate

the use thereof," as laid down in the Weights and Measures Ordinance

which further specifies that:

"Every contract, bargain, sale or dealing, and every

transaction on which payment in money or kind depends,

made or had after coming into force of this ordinance

whereby any work, goods, wares, merchandise or other

thing which has been or is to be done, sold, delivered,

carried or agreed for by weight or measure shall be made

and had according to one of the Sudan weights or measures,

and if not so made or had shall, as far as it is to be

performed in the Sudan, be void."

General Observations

1. The legal basis for weights and measures with the relevant organization and structure has been well established.

The development of large-scale agriculture and modern

industry has, of necessity and national policy, been spectacular. In the meantime, the weights and measures program

has experienced only nominal attention and marginal increases

in resources. Demands for weights and measures services are

far outstripping the programmed capabilities of the system

to deliver needed services.

2. Agricultural and industrial calibration and measurement

assurance is essentially (de facto) independent of

indigenous Sudanese regulations, traceability, and

management.

3. To assess who at this time suffers and to what extent is

not a simple task. The present system is also open to some

fraud, although it is not clear whether fraud is practiced

66
and, if so, to what extent. Local officials are on the lookout for fraud more than for the technical competence of

those who make the measurements.

Legal Base

1. The national commercial weights and measures program is

well based in the Weights and Measures Ordinance and

related regulations and procedures.

2. The Ordinance should be promulgated beyond current

application to retail transactions into industrial and

export/import transactions to which it is clearly

intended to apply.

3. The Weights and Measures Regulations of 1956 should

now be revised to serve the needs of modern commerce

and industry.

4. A handbook of device examination procedures should be

written to guide inspectors in the application of

regulations in a uniform and consistent manner

throughout the nation.

Organizational Structure

The organization is appropriate to the basic mission (marketplace

transactions) and its operating procedures are well understood.

The team endorses the analysis of urgent needs for:

1. New weights and measures offices in growing commerical

centers (estimated need for eight in addition to two

at Nyala and El Oiem)

,

2. A modern calibration laboratory for calibration of

weights and measures standards for service to

commercial and new industrial development.

Physical Standards and Facilities

The Sudan standards and their housing have been

minimally adequate for national requirements. The

great strides in agricultural and industrial development are straining the system.

2. Two new sets of stainless steel standards should be

procured. Consideration should also be given to

procurement of a set of aluminum standards.

3. Precise weighing devices are needed to enable the

national office to carry out all necessary tests and

calibrations.
4. A new central National Metrology Laboratory should be

provided to house the national standards and laboratory

equipment. An area of approximately 300 m^ is suggested.

Environment should be shielded from direct sunlight, and

it should be dust and draft free. The temperature should

be controlled to +2°C. The humidity should be kept in

the range of 5 to 50 percent.

5. Consideration should be given to alternatives for traceability of national standards to the International Bureau

of Weights and Measures either directly or through primary

standards of the United States, Britai.n, Egypt, or other

nations with the necessary competence.

Training

1. Individual weights and measures officials, inspectors, and

technicians are adequately trained for basic mass, volume,

and length activities at this time. For the future,

attention should be given to prepackaged goods and

electronic weighing.

2. The quantity of trained staff is inadequate today and

likely to become seriously deficient unless an intensive

training program is established. Such a program should

include:

° High-level administrative training in laboratory

metrology and weights and measures administration .

° Formal metrology courses at the universities (in

Khartoum and provincial campuses) .

° Institutional training within the weights and measures

organization .

° Besident training of Sudanese leaders and teachers in

industrialized countries.

° Active participation in ASMO and international professional organizations.

New Competencies

1. Because of the growth in commerce and the introduction of

modern technology, the Sudanese weights and measures program

should be expanded not only in size but also in competence.

2. The new program in assaying and marking of precious metals

should be vigorously supported.

68
3. Foraally trained staff together with equipment and facilities

are needed to service and regulate:

° Electronic and digital devices .

° Large (up to 100-ton) scales.

° In-motion weighing systems.

Surveillance of weighing and measurement devices are needed at import /export stations (especially Port Sudan).

5- Development of a calibration and testing program (mass,

volume, length) for industries (agriculture, manfacturing,

etc.) and universities is recommended.

C . Chemical Industries Group

Team Members

° Dr. Fareed el Eayah Hussein, Sudan

° Mr. Hassan Mohi el Din, Sudan

° Dr. John K. Taylor, U.S.A. (Coordinator)

The Chemical Industries Team visited 10 establishments concerned with

production of chemically related materials. In addition, it merged

with one or more of the other teams to visit 12 additional

organizations. The advance arrangements had been excellent, and the

team was well received in each instance by top management who were

thoroughly familiar with all phases of the operations.

Management was encouraged to present all operational problems, both

major and minor, related to measurement and standardization, and the

ensuing discussions were frank and informative. The summaries given

elsewhere in this report represent the impressions gained by the

Coordinator and are distilled from lengthy discussions of often

complex situations.

The overall impression received was that Sudanese industry is trying

to do a good job and has considerable potential to produce more and

better quality products for domestic consumption and export. Plants

are often working under difficulties that would discourage their

counterparts in more industrialized countries. They are frequently

far from sources of supplies and equipment. Procurement problems seem

to be frustrating. Even the obtaining of simple laboratory supplies

and minor repairs of equipment can be inhibited by major obstacles.

Many of these situations will be alleviated as local sources of supply

develop. On the other hand, measurement needs will no doubt increase

rapidly in the near future.

69
Chemical analysis should be considered vital to most of the industries

visited, yet it is so far playing a minor role in most cases. There

is little awareness of the need for other than the most elementary

kinds of testing. If quality, productivity, and cost effectiveness are

to be improved, the awareness of chemical controls will need to be

increased. There seems to be little, if any, research or development

on chemical testing methods or procedures, on their adaption to

Sudanese products, or on the effects of special local situations. Most

technology in chemical analysis appears to be based on that used

elsewhere.

Much of the testing and analytical work is done by what is called wet

chemical methods, with instrumental readout in some cases. No

automated analytical procedures or equipment were observed in any of

the laboratories visited. Most of the equipment in the laboratories

appears to be old. Much of it is obsolete by modern standards or is

fast becoming outdated. In several cases, it was mentioned that the

laboratories were equipped under a UNIDO grant of some ten years ago.

Lack of maintenance, repair facilities, and spare parts has made some equipment inoperative or has impaired its usefulness.

Unfortunately, replacement of most of the chemical measurement

equipment in the Sudan is needed or will be necessary in the near

future for effective development. This situation should be recognized

and a program initiated to plan for this Improvement in a systematic

manner. The program should recognize that equipment has limited life,

due to limited serviceability and obsolescence. A schedule for

replacement should, therefore, also be devised.

Concurrent with this plan should be another concerned with providing

locally available spare parts and Instrument maintenance facilities.

A need expressed by several of the laboratory supervisors who were interviewed is for nationally available supplies of chemicals and

simple chemical apparatus. The lack of such items, though often low

in cost, can be a major impediment to doing experimental work. The

procurement of such materials appears to be a major problem. It is

relatively very expensive to order such things in small lots.

Accordingly, a national plan for such procurement would also prove to

be cost effective.

There is only limited awareness of the need for periodic calibration

and intercalibration and little or no knowledge of the use of Standard

Reference Materials (SRM’s) for intercalibration or performance

testing. SRM's as available should be used and their use should be

encouraged. There should be a program to produce SRM’s locally as secondary standards, traceable to Internationally recognized reference

materials, such as NBS SRM’s. This program should also include the

development of SRM’s that are particularly and perhaps uniquely needed

for quality control of Sudanese products.

TO
A major SRM procurement effort should be initiated as well as a program to educate local chemists on their use. A short course could

cover quality control of chemical analysis methods, especially those

useful for controlling Sudanese production. It is recommended that a handbook on quality control of chemical measurements should be

developed for guidance of laboratory personnel in their daily

operations. This could serve as the textbook for the course mentioned

above. At the same time, the syllabus for the course could serve as

the basic outline for the handbook.

The quality of chemical measurements in the Sudan would be greatly

increased by a program which encourages chemists to participate in

international standardization activities. Such participation would

stimulate the appreciation of standardization and would thus be

catalytic to local efforts for professional communications within the

Sudan. Most of such international cooperation could be by

correspondence, but provision should be made for some active

participation in meetings, especially if there is a channel for

disseminating Sudanese opinions on the application of the proceedings

of such meetings.

It is recommended that a reasonably small number of chemists or organizations should enroll as members of pertinent standardization

organizations of other countries. For example, memberships in the

American Society for Testing and Materials and in the Association of

Official Analytical Chemists would appear to be the most appropriate

organizations, as far as the United States is concerned. Several of

their subcommittees have activities very relevant and clearly beneficial to Sudanese problems. These members would also receive the

publications of the respective organizations, which could be

circulated locally and which would broaden the base of benefits.

The government-sponsored programs to provide postgraduate training in

foreign universities appear to be successful. The Sudanese chemists

that have participated in them appear to be well grounded and highly

competent. However, there appears to be less knowledge of industrial

analytical techniques and procedures. Accordingly, it is recommended

that a parallel program of internship in industrial institutions or national standardization laboratories should be instituted and

implemented. Internships of one year duration should be adequate.

Those completing such a program would learn modern applied chemical

measurement techniques, which would be passed along to their

associates as they enter the professional Sudanese work force.

Chemical analysis is a key element in industrial development. Good

services may be expensive but their lack is much more costly. It is a capability that must be greatly strengthened for Sudanese development.

Establishment of a central national facility might be the best,

quickest, and least expensive way to proceed. Close association of it

with the existing Department of Standards and Quality Control, the

Industrial Research and Consultancy Institute, and the National Council

71
for Research is clearly indicated, but recommendations for the exact

administrative structure are outside the scope of this report.

D . Standards and Quality Control Group

Team Members

° Mr. Ahmed Lutfi, Sudan

° Dr. Zakria Abdel Nabi, Sudan

° Mr. Awad Dafalla Hassan, Sudan

° Dr. Abdel Gadir Suliman, Sudan

° Dr. Mahmoud Salama, ASMO

° Miss Joan Pring, UK (Coordinator)

The Standards and Quality Control Group reviewed the considerable

progress which has recently been made in the use of standards in

Sudanese industries to evaluate quality and reduce waste. The

factories which we visited had levels of understanding of

standardization concepts varying from good to poor, such as would be

expected in any industrialized country; however, an awareness of the

possibilities was more evident than expert knowledge of how to apply

the principles to achieve optimum efficiency and economy. Only in one case were standards dismissed as "laws" and as a restriction to be

avoided as far as possible. Nevertheless, from experience at least

in other countries, it is the opinion of the team that good standards

practice is more easily introduced without association with mandatory

enforcement. However, where for instance, health, safety, or exports

are concerned, laws are needed. The policing of such laws should be

seen to emanate from other authorities than those who advise on standardization.

Plant breakdowns, shortage of raw materials and trained technicians,

and an assured market for everything produced were cited as factors

providing no incentive to introduce sophisticated specifications and

quality control procedures and to establish production discipline. We

learned at the Engineering Department of the University of Khartoum of

frustrated plans to introduce a production engineering course; as a long-term investment, such an amenity would have immeasurable benefit.

We also noted the suggestion that long-term benefit to the Sudan would

accrue if customs and excise allowed free entry of equipment for

quality control laboratories in industry.

Previous studies on the use of standards in the Sudanese economy,

notably the Sharif and Winser reports, resulted in recommendations on establishing a national standards organization. The Group reviewed

organizational aspects in the light of a draft standards law which was extensively discussed. This draft had been prepared by the Department

of Standards and Quality Control of the Ministry of Industry.

72
A standards organization is a professional organizer of agreements.

It need not be large, but it must be recognized as a coordinating body

which brings together in their own self interest all parties affected

by a project. This message of self interest is not an easy one to

explain anywhere in the world, because the relevant argument is

largely based on not having future losses. We found a good example:

a Sudanese soft drink factory is losing 12 percent of its finished product

through defective capping of the bottles ; in the United States , a comparable plant is said to set aside 4 percent of its production costs

for standardization and quality control and has almost no losses in

production.

The proposed standards law stops short of the Winser recommendation

concerning the independence of the standards organization and this

would have consequences which should be carefully considered. If it

is to operate in the national interest, under the wide concept of

standardization as perceived by international consensus to reconcile

sectoral views and coordinating a variety of departments with partial

involvement in standardization, the national character of the

organization needs to be assured. A typical "national" task, which is

at present the responsiblity of no one body and which a standards

organization should have the capability to tackle, might be a rationalization of designating address and location in the Sudan to

facilitate the delivery of goods, minimizing travel distances and

times, and keeping of business appointments. Too narrow a concept of

standardization—such as the formulation simply of product standards

specifying levels of quality—should be avoided.

Our assessment is that the Sudanese economy is ready for such a national organization and the recommendations in the Winser Beport

should be implemented without further delay. The essential features

are autonomy, financial support from the community at large (mainly

from a central grant-in-aid) , and a recognized function of identifying

and coordinating specialized expertise. National membership in

international and regional organizations concerned with

standardization is another important function of such a body, in order

to take advantage of "technology transfer" from world resources. This

form of assistance is available once contacts are established, for

example, at the practical level of developing visual aids on quality

control ; this was mentioned specifically as a need to support the

education of Sudanese industries.

In any event, strong collaborative ties with laboratories capable of

developing and applying test methods is essential. The Industrial

Research and Consultancy Institute, for example, could serve that

function. We heard that the Ministry of Commerce Quality Control

Laboratory had been successful, through the certification of exports

of oil-seeds products, in reducing significantly the number of

discount claims and disputes. This remedial action in a special

situation is a worthy standardization initiative, but it is only a part

of the potential benefit from a comprehensive standards operation.

73
Moreover, it should be noted that ad hoc government regulations to

make specific quality levels compulsory are in need of considerable

human resources to police them. A requirement to use a national

certification mark under a properly designed quality assurance system

is more economical and beneficial to industrial practices generally.

It was noted that the urgent need for most sectors of Sudanese

industry is to have a better understanding of the implementation of

quality control at factory level. In this context, the competence and

enthusiasm of the IRCI impressed us. The availability of a national

certification mark can effectively provide a stimulus and a framework

for quality control in factories.

E. Textile Group

Team Members

° Mr. Abdela Mohmed Fadlalla, ASMO

Mr. Tag Eldin Mohd. El Hassan, Sudan

° Mr. Gain L. Louis, USA Coordinator

The Textile Team visited 13 textile related establishments during its

2-week stay in Sudan. The establishments ranged from the familyowned Hilal Lace Factory to large modern textile mills, such as the

Sudan Textile Factory. Of the 13 places visited, 4 are major

textile mills. They represent about 120,000 spindles and consume

nearly 300 bales of cotton per day. The other factories are smaller

in scale, but are important components of the Sudan textile industry.

We also visited the Textile Engineering Department of Khartoum

Polytechnic, and a cotton ginning factory near Wad Medani.

We received excellent responses to questions. During only 1

exceptional visit, communication was deficient because the owner of the

factory was absent. The openness and frank manner in which the

Sudanese specialists discussed their factory operating problems with

the team members reflects their desire for the Survey to succeed in

assisting their operations. Some of the impressions and conclusions

obtained from the visits follow:

1. The technical personnel who are in charge of the factories are very competent. They know their work well

and also realize their problems, although sometimes they

do not take time to solve their problems and improve their

products perhaps because of the absence of a competitive

market

.

2. Most large textile mills have quality -control equipment,

but in many cases, they are not fully used. In small

weaving sheds, managers are aware of quality control and
its importance, but are reluctant to put a quality-control

program into practice. It is not easy to deny the typical

opinion of management that a quality-control program would

incur some added expenses under conditions in which the

ready domestic market is eager to absorb textile goods of

any quality, whether it be a cone of spun yarn or a bolt

of printed fabric.

3. For Sudan textiles in the future to be competitive in the

export market after domestic demands are met, the textile

industry will have to apply quality-control systems.

Gradual and consistent application of quality control

programs now will lead to high quality goods suitable for

the world market. Implementation of effective qualitycontrol programs means acquiring some additional up-todate testing equipment especially for the smaller manufacturers. Training competent technicians to administer

the programsis another essential step. Of the fabrics

examined during our visits, quality ranged from excellent

to poor.

4. One of the major problems facing the textile industry,

which is really outside the terms of reference of this

Survey, lies in labor practices. We encountered the

problem of excessive labor absenteeism in nearly every

visit we made. Some factories experienced as high as

11 percent absenteeism on any given workday. Management

counteracted the problem by over staffing—a luxury

which in competition with other countries one cannot

afford. Another common and acute labor problem is

migration. Semiskilled laborers simply move on to

other more lucrative industries or emigrated to nearby oil-rich countries. Constant mass training of

replacements for these semiskilled laborers is a financial burden for the textile industry. Remedies

are difficult to find, but the industry may wish to

experiment with incentive programs based on productivity.

5. The majority of the fabrics produced is of the apparel

type. Household and industrial fabrics, such as upholstery and ducking, would be logical expansion fields.

Such fabrics, too, have large domestic and foreign

markets.

6. At one of the cotton ginning facilities of the Gezira

Scheme, the hourly production of lint cotton of the

gin was comparable to that of U.S. gins. However, no cleaning equipment or attachment was visible in the

gin, probably because the cotton was handpicked and

75
thus considered clean. Cotton intended for export

may need to be processed through a cleaning stage in

order for it to be suitable for open-end spinning.

Excessive dust in cotton causes processing difficulties in open-end spinning. It is, therefore, recommended that newer methods in ginning practices should

be investigated for possible updating of the ginning

facilities in order to cope with modern spinning

mill demand.

7 . The problem of "honeydew" in Sudanese cotton was mentioned to us in several factories. A sugar-like

substance causes stickiness of fibers which is transferred to machine parts and thus reduces processing

efficiency and the quality of products. Honeydew

is not unique for Sudanese cotton; the U.S Cotton crop

occasionally is ’’infested" with it, too. But constant

honeydew contamination needs a definite solution.

Some Sudan mills are substituting a more expensive,

longer cotton for shorter cotton to overcome processing

difficulty, but it is not a permanent solution and is

economically not rewarding. Humidity control may

lead to a preferable solution.

8. The Khartoum Polytechnic seems to have an excellent

curriculum for training textile technicians to fill

the needs of a growing textile industry. The cur- riculum includes physics, chemistry, higher mathematics, engineering drawing, and management skills.

It is notable that female students are among the

graduates of the Textile Engineering Department. We

were told that most female graduates went into the

quality control department of the mills. As the

textile industry grows, it may be well to develop a more encompassing curriculum for training textile

engineers, in both mechanical and chemical options.

Such a new curriculum may be Incorporated in the

Polytechnic program or as part of the Engineering

Department in the Khartoum University. Sudan will

need many more technically competent textile engi- neers for its expanding industry.

9. With the expanding textile Industry, allied industries

(or supportive industries), such as machine shops,

sheet-metal shops , and small foundries are needed to

furnish supplies and spare parts to existing textile

machines. These small industries are particularly

useful because the textile machines in use have

come from many parts of the world. We saw one mill

completely equipped with machinery from the United

States; another mill was equipped with machinery from

76
1iie People's Republic of China. Some measurements of

these machines vere based on the English system and

some on the metric system. Such parts are not interchangeable. We were told more than once of the

difficulties in obtaining spare parts for various

machines. A qiiick so\arce of supply of machine parts

inspires minim\mi downtime and is indispensable for

maximum productivity.

10. Everywhere we went there were signs of expansion. This

is a welcome phenomenon for a young industry. It reflects

the confidence management has in the industry's future.

We, too, feel optimistic about Sudan's textile industry.

The sentiment expressed by one of the Chinese engineers at

the Friendship Textile Mill sums things up nicely. He

said, "The people here are very proud of their mill. They

are eager to learn all they can about the operation of the

mill, and they have a very good attitude about it." We

sincerely feel that what the Chinese engineer said is also

applicable throughout the Sudan textile industry as we saw

it during our Survey. After a few proper adjustments in

some of the operational practices, the industry should have

a very bright future.

TT
Appendix A

Ministry of Commerce and Supply

Sudanese Weights and Measures Administration

Our Development Schemes

This administration has carried out an intensive study to promote the

weights and measures services all over the country and to introduce

new services in other fields.

Some of these projects have been approved and others are under

consideration. We give helow a summary for each project, which has

been prepared by our technical personnel.

Assaying and Marking of Gold and Silver Articles Project

Feasibility studies have revealed a national need to control the

quality and fineness of precious metals and to introduce an Act to

punish forgery.

Our achievements, with regard to this project, are as follows:

Equipment and Buildings

The Ministry of Construction is giving the final touches to the

project for the buildings.

93 percent of total equipment has now been supplied from

foreign sources and local markets.

Staffing and Training

A number of chemists (graduates) and technicians have been

appointed. Plans have been made to train the technical

staff locally and abroad.

Operation

Operation has been scheduled to start within the financial

year ( 1978/ 1979 )

.

Arrangements have been made to have on secondment an

expert to help in operation only and give further training

to our technical staff on the spot.

78
j

1

r

s

?

Sudan Metrology --stitute

2

adjustnenn or

ns o:

h.

nrecrous ~ezs^

z ns n e _

be encourased, ver prone cricn of

baoksrcund f'or nealnnj' ccmeroia

rcr rn£ exo^

to estao.

neasures or tree;

is 1. aC-!-_: orrree :csts about ^

.naues

Q-: -cON

C)
since 1955. But some traditional local and foreign nonmetric systems

are still in use

A long-term plan to switch over completely to the application of the

metric system in Sudan has been made as a draft by this

Administration. The outlines of the plan are as follows:

1. We have proposed that a national commission headed by the

Director, Weights and Measures, should be established consisting of representatives of all interested government

units and the public sector.

The terms of reference of the commission will be technical

and have specialized functions. It will be concerned with

giving advice to the Ministers of Commerce and Supply and the

Minister of Industry on the smooth application of the metric

system

This proposal still needs approval.

Establishment of a Modern Laboratory for Calibration of Weights

and Measures Standards

We have in existence a small standards laboratory for verification of

ovir standards . Experience has shown that this laboratory does not

satisfy our needs and does not give very precise tolerances.

Accordingly, a plan has been made to establish a modern standards

laboratory to cope with commercial and industrial development

This project has been approved to be implemented within the National

six-year Development Plan (19TT/19T8-1982/1983) . Part of the

financial cost has been approved by the Ministry of National Planning.

We are now making some approaches to certain developed countries to

get their technical and financial assistance.

80
Appendix B

Participants

° Mr. Mohamed Benkirane

Chef, Division du Metrologie Legale

Direction du Commerce Interieur

Ministere du Commerce et de 1 ’Industrie

5 , Rue Errich

Quartier Tour Hassan

Rabat , Morocco

° Mr. Abdullah Fadlallah

Assistant Secretary General

Arab Organization for Standardization

and Metrology

P.O. Box 926161

Ammein, Jordan

° Mr. Benjamin M. Gutterman

Assistant Director for

Coordination /Technology

Office of Technology HFS-U02 retired)

Bureau of Foods, U.S. Food

and Drug Administration

200 C St. S.W.

Washington, DC 2020U U.S. A.

° Eng. Herudi Kartovis astro

Director, Lembaga Instrumentasi Nasional—LIPI

National Institute for Instrumentation

Indonesian Institute of Sciences

Complex LIPI, Jl. Sangkuriang

Bandung, Indonesia

° Mr. Gain L. Louis

Research Leader

Fiber and Yarn Technology Research

Cotton Textile Processing Laboratory

Southern Regional Research Center

U.S. Department of Agriculture

P.O. Box I 968T

New Orleans, LA 70179 U.S. A.

° Mr. H. Steffen Peiser

Chief

Office of International Relations (now retired)

National Bureau of Standards

Washington, DC 2023^ U.S. A.

81
o Miss Joan M. Pring

Joint Secretary

British Standards Institution (now retired)

2 Park Street

London WlA 2BS , England

° Dr. Mahmoud Salama

Secretary General

Arab Organization for Standardization

and Metrology (now retired)

P.O.B. 27 Dokki

Cairo , Egypt

° Dr. John K. Taylor

Chief, Air and Water Pollution

Analysis Section

Analytical Chemistry Division

National Bureau of Standards

Washington, DC 2023^+ U.S.A.

° Mr. Albert D. Tholen

Chief

Office of Weights and Measures

National Bureau of Standards

Washington, DC 2023^ U.S.A.

82
appendix c

AFNOR

AID

AOAC

APHA

ASMO

ASTM

B.S.

BS

BSI

CBT

DSQC

GOS

IRIC

ISO

M.S.

NBS

SI

sq. ft.

SRM

SSMCS

UK

UK

Abbreviations Used in this Report

- French Standards Association

- Agency for International Development

- Association for Official Analytical Chemists

- American Public Health Association

- Arab Organization for Standardization and Metrology

- American Society for Testing and Materials

- Bachelor of Science

- British Standard (preceding a number)

- British Standards Institution

- Center for Building Technology (NBS)

- Department of Standardization and Quality Control

- Government of Sudan

- Industrial Research and Consultancy Institute

- International Organization for Standardization

- Master of Science

- National B\ireau of Standards

- The International System of Units

- square foot (l foot = 30 1/2 cm)

- Standard Reference Material

- Standards Section of the Ministry of Commerce and Supply

- United Kingdom of Great Britain and Northern Ireland

- Univeristy of Khartoima

83
UNDP - United Nations Development Program

UNESCO - United Nations Educational Cultiiral and Scientific

Organization

UNIDO - United Nations Industrial Development Organization

WHO - World Health Organization

8U
3S-1I4A (REV. 9-7t(

U.S. DEPT. OF COMM.

BIBLIOGRAPHIC DATA

SHEET

1. PUBLICATION OR REPORT NO. NBSIR 80-2020

2.Gov*t Accession No. 3> Recipi^t'$ Acct$sfoH No.

TITLE AND SUBTITLE

Standardization and Measurement Services in Sudan

5. Publication Date August 1980

S. Performing Organization Code

. AUTHOR(S) H. Steffen Peiser, Benjamin M. Gutterman, Gain L,

Louis, Joan M. Pring, John K. Taylor, Cathy A. Schroyer

8. Performing Organ. Report No.

. PERFORMING ORGANIZATION NAME AND ADDRESS

NATIONAL BUREAU OF STANDARDS

DEPARTMENT OF COMMERCE

WASHINGTON, DC 20234

C V 4

-

11. Contract/Grant No.

PASA TA (CE) 6-71

1. SPONSORING ORGANIZATION NAME AND COMPLETE ADDRESS fSrreer. city. SMf«. ziP)

Agency for International Development

Department of State

Washington, DC 20523

13. Type of Report & Period Covered Final

J^nsonng^^^^ Code

5. SUPPLEMENTARY NOTES

I I Document describes a computer program; SF-185, FIPS Software Summary, is attached.

6. ABSTRACT (A 300-word or teat taetumt mummary of moat algfiUieant Information. If document inctudea a aignificant bibliography or

literature aurvey, mention it here.) A teu-member international team advisory to the Government of

he Sudan's Ministry for Industry on Sudanese standardization and measurement services

as organized by the U.S. National Bureau of Standards with financial support about

qually from both the U.S. Agency for International Development and the Sudan. The

earn function was to survey Sudanese standardization and measurement services in

upport of development and consisted of the Secretary General of the Arab League

rganization for Standardization and Metrology, the Assistant Secretary General of ASMO

enior representatives of the standardization communities of Indonesia, Morocco, the

nited Kingdom and four members of U.S. standards agencies. The Sudan provided a local

ounterpart survey team of fifteen senior officials under the chairmanship of the Deputy

flinister for Industry and the organizational directorship of the Acting Director

f

eneral of the Sudanese Department of Standardization and Quality Control. In the two

eeks in which the combined team travelled in the Sudan, the international visitors put

their collective knowledge and experience at the disposal of Sudanese colleagues. The

jteam split up into smaller specialist groups to survey the application of standardization and measurement technology to the following sectors: food Industries, weights

and measures (in retail markets), chemical industries standards and quality control,

^nd textile (cotton) . Detailed notes on the visit to 48 Sudanese organizations in

[industry and Government are reported and generalized conclusions are recorded as bresented to the Sudanese Government at the conclusion of the Survey.

7. KEY WORDS (aix to twelve entriee; alphabetical order; capitalize only the firat letter of the firat key word unleaa a proper name;

aeparated by aemlcolona)

Agency for International Development; Arab League Organization for Standardization and

Metrology; Chemical industry standards; Cotton standards; Food standards; Measurement

pcience and technology; Standardization in developing countries; Sudan; Weights and

measures regulation

18. AVAILABILITY r~5i Unlimited

I I For Official Distribution. Do Not Release to NTIS

I I Order From Sup. of Doc., U.S. Government Printing Office, Washington, DC

20402, SD Stock No. SN003-003- nd Order From National Technical Information Service (NTIS), Springfield,

S VA. 22161 ^

19. SECURITY CLASS

(THIS REPORT)

UNCLASSIFIED

20. SECURITY CLASS

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UNCLASSIFIED

21. NO. OF

PRINTED PAGES

90

22. Price

$ 8.00

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