Professional Documents
Culture Documents
By:
Abhishek Gautam
Ashutosh Vatsa Kr. Pramendra Sinha
Introduction
Research in India in indicated that most supervisors spent less than 50% of their activities on effective tasks and more than 50% on the ineffective tasks.
Research also indicated that around 28% of the time the supervisor is busy moving work from one operator to another or doing the operator's job and making repairs, while 20% of the time was spent on alterations and additions. A major concern in this research was that less than 5% of the supervisors spent time on boosting operator performance and developing sewing skills.
Evaluation Criteria
Communication skills were found to be grossly lacking among both managers and
supervisors. Many of them still believe that the louder you shout the more you produce. Effective communication skills if not inborn can be acquired by professional training and can be a major tool for the managers. The discipline to manage a to-do list can be a vital asset in organizing one's work. Leadership Techniques must be mastered by the managers/supervisors to get productive results from their employees. Only a good leader can steer its team and motivate them. Effective and logical decision making (57.8%) is another important requirement which was lacking in a large percentage of the people.
Evaluation Criteria
To further increase the level of technical expertise, the managers/supervisors should be encouraged to continuously upgrade themselves by training and attending seminars on various new products and procedures. It was surprising to note that many managers/supervisors had no knowledge of the innovative techniques which can be used to simplify their work Work Study has come up as one of the most important areas for training requirements.
Quality and Productivity - The repair and rejection rate is at times as high as 70% and
many times it goes unrecorded. The efficiency rating of the industry is also at a level of 33% only.
SOPs were not present in many factories and in most cases wherever present were only for decorative purposes for the buyers. Computer Knowledge. A refresher course in basic usage of computers can help managers. General industry knowledge This cannot be taught but has to be inculcated by the mangers themselves.
Statistical Analysis 61 managers were evaluated 96% were unable to achieve the required level of communication skills 92% need knowledge of the techniques required in todays demanding and competitive production scenario. Only basic computer knowledge is present with some of the managers.
Suggested course Communication for Managers How to get the best out of your staff Conflict management Team building General Management techniques Work Study Garment engineering Computer knowledge
Supervisors
None of the supervisors have professional education in garment manufacturing; their knowledge is based on their work experience only. Most of the supervisors had no idea about the basics of supervision. In most cases good machinists were put on the job of a supervisor without any prior training or education. It is extremely important to teach them a more professional approach to supervision.
Statistical Analysis Out of 204 total supervisors 65% need extensive training.
Suggested course Supervisors Course Includes communication, planning, team work, workstudy, garment engineering, quality and productivity.
51% out of a total of 204 supervisors need specialized training on work study and garment engineering
Work Study/Garment Engineering These are specialized courses focusing on the vital needs of the industry
Out of 38 cutting room supervisors Cutting Room evaluated 74% need further training Specialized training course for cutting room supervisors. 42% out of a total of 129 quality supervisors need specialized training Quality This includes invaluable inputs on quality and repair monitoring and measuring techniques
What methods and techniques are to be used for training? Personnel /skills inventories, Efficiency indices, Quality circles What should be the level of training? Extensive
What learning principles are needed? Where is the program conducted? On the job, Vestibule
Vestibule training
Training would take place in a location that is separate from the main productive areas of the plant (Classroom type environment). This technique enables the trainees to concentrate on learning new skill rather than on performing on actual job.
This type of training is efficient to train semi-skilled personnel, particularly when many employees have to be trained for the same kind of work at the same time.
Personal Interviews
Communication skills
Stimulation Program
Hypothetical situation and reactions
Training Program
15-20 days duration
Admin
Immediate supervisors Members of the personnel staff, Specialists in other parts of the company, Outside consultants, Industry associations, and faculty members at universities.
Training Program
Methodology Acting upon Pre-Evaluation test
Personal attention Improving key problem areas
Training Program
Quality and the supervisor
Responsibility Machine quality Causes of poor quality
Cutting faults
Housekeeping Needle problems, Sewing seaming & assembly defects Roving quality control How garments should be examined
Training Program
Work study and Pro-SMV
Efficiency, Use a stop watch, Allowances, Productivity, Helping poor performers, Garment engineering, Workplace layout, Pro-SMV Practical session
Training Program
Line balancing and production planning,
What is it? Throughput time, Progressing work, How to balance a line, Setting up a line, Running the line, Production reports
Communication,
Motivation for the supervisor.
Methods of Evaluation
Questionnaires: Comprehensive questionnaires could be used to obtain opinion & reactions.
Tests: Standard tests could be used to find out whether trainees have learnt anything during and after the training. Interviews: Interviews could be conducted to find the usefulness of training offered to operatives.
Methods of Evaluation
Studies: Comprehensive studies could be carried out eliciting the opinions and judgments of trainers, superiors and peer groups about the training.
Human resource factors: Training can also be evaluated on the basis of employee satisfaction, which in turn can be examined on the basis of decrease in employee turnover, absenteeism, accidents, grievances, discharges, dismissals, etc.
Health, Safety and First aid Supervisory Skill Management/ Shop Floor Management
Lean Management, Finance Management Service [FMS], Capacity Planning, Computerised Performance System [CPS], Time and Action Calendar [TAC], Multimedia Management Service [MMS]
Major Goals
Efficiency of direct labour work force to exceed 100%: Average direct labour worker earns more than 60 Standard Allowed Minutes (SAM) per hour.
Meet or beat scheduled workloads: Total Produced SAM = < Total Scheduled SAM. Quality rejects not to exceed 1/4 of 1% of total production: Total Defective Units Total Production Units x 100; Limited to sewing rejects discovered at final Quality Audit.
Total Direct Labour Variances Time work, make-up, overtime premium not to exceed 15% of Total Incentive Payroll
Major Goals
Annual direct labour turnover, not to exceed 30%:
Labour Turnover % = Number of Separations x 100% ___________________________ Average Direct Labour Work Force
Program benefits
Better results due to active supervisory performance
More highly motivated managers, supervisors and staff Improved staff-management relations Improved supervisor-manager relations
Improved problem-solving and fewer errors due to more open and constructive communication
Better communication and cooperation between sections Higher employee morale due to more respectful communication
Program Outcomes
Understand and perform the roles and responsibilities of a manager/supervisor
Motivate staff through effective interpersonal relations Enforce discipline professionally in the work place
Q3- If unskilled operators are more than skilled and semiskilled operators then what is the reason behind it? A- ....
Q4- What is the rate of attrition amongst operators? 5 10% 10 15% 15 20% 20 25%
Q5- Do you consider this high rate of attrition? Yes No
Q6- How often is the recruitment of operators held? Once a week Once a fortnight Once a month Once in two months Q7- What is the training period for a new operator? 7 days 10 days 14 days
Q8- Do you provide refresher training to semi-skilled & skilled operators? Yes No
Q9- How often is the refresher training program held? Every two months Every six months Once a year
Q11- What are tests the operators undergo for selection? Personal interview Peg board dexterity Pin board test Visual accuracy test Ball & tube test Color perception test Intelligence test Mental concentration test
Q12- How often do you encounter acts of indiscipline amongst operators? Daily Often Rarely
Q13- What kind of in-disciplinary acts occur? Operators quarrelling amongst each other Operators misbehaving with female operators Operators misbehaving with senior staff Operators wasting working hours Q14- How do you motivate your operators to produce on-time better quality? Paycheck Peer recognition Promotion Field opportunity Other please specify Q15- What problems do you face in managing the operators? A-.