TRAINING PROGRAMME FOR MANAGERS AND SUPERVISORS

Research in India in 2004 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. Clearly, we need to change supervisor behaviour. Firstly, we need to select better supervisors with leadership traits before we start to train. Instruments are available to test the leadership qualities of potential supervisors so that we are in a position to fit the best applicants to the job! Then, in a programme of on the job training we need to develop following job skills listed: Short term interval control Operator capacity checking Operator performance boosting Line balancing

What Makes a Good Supervisor?

Our research has indicated that Supervisors come from a low educational level generally. Supervisors also tend to have the following qualities: 1. Good sewing skills, above average 75% performer 2. Consistent quality 3. Numerate and literate 4. High dominance level and high influence with operators

Implications of supervisor training

The process of training supervisors cannot be undertaken without line management and factory management going through the same process of skills learning. Management buy-in is fundamental to any training programme and if performance improvement is to be sustained. Performance improvement in output of 10-15% can be achieved for a very low investment cost. Clearly we have to change the way our supervisors do their job. The activities they perform must be focused on getting output and quality results and the information they collect must be focused to that end. Ninety percent of the supervisor's activity must be spent on "Effective Tasks"; the major focus must be on collecting information and acting upon it decisively, patrolling, short-term interval control. Currently 20% of each hour is spent on addressing a low performer. Ten per cent of each hour is spent "fine tuning" the line balance on 15% quality checking and most importantly, no time spent doing operators job on passive observation. On selection, Personality Behaviour Analysis is a very helpful tool to decide the right supervisor. A balanced mix of dominance, influence, stability and compliance results in good supervision. Given below is a table of personality description that may be useful.

The major criteria which most would associate with someone doing a job we would probably be knowledge, hard work and attitude. But in which order? It is hard to choose which is the most important as all are required. A simple survey brought forth the following results. 1. Attitude = 100 2. Hard Work = 98 3. Knowledge = 96 It now becomes clear we are attempting to train attitude through hard work and knowledge.

Technical skills: This is the base where it all starts from. We need to give
the basis of achieving customer requirement. What information do we need to supply to the people doing the job? From this information, systems will be put in place in order to control the manufacturing process.

Technical Specification: Normally this requires no real time in training

but is an information base to ensure the team is set correctly. It is important for the front line manager as each time the technical specs are not followed, it usually costs time and lack of production. It is required to ensure there are no mix ups which put the finished product at risk. But, there are a number of constraints. Front line managers need to understand the standard costing as a means of looking at costs and using analysis of the variations from the expected standard as a means of control and improvement. They must understand how to get standards; information on which they will be based must be gathered, collated and analysed

Fabric Constraints: Simply put, these are colour or shading, check

matching, fabric damage issues, shrinkage conditions, cut panel against pattern and finish component size to final garment measurement.

Machine Constraints: A small list would include feed dogs, timing, type
of foot, speed, specific operator machine layout, stitch size, needle size and fabric damage.

Methods of Operation: Practically seen, these would be handling, order

of operations, skill level required and critical operations.

Methods: This area requires a lot of training and involvement from

technicians and method study engineers. Using the correct methods has a profound effect on performance in production and quality indices. It is the foundation for getting costs, planning, quality, production rate and the organisation on a sound footing. This would entail correct handling and processing, correct machine layout, skill analysis and skills inventory, knowing how to do the operation, correct use of the hands at the machine, correct number of sewing bursts, quality standards and correct layout at the machine.

Systems: Knowledge is the key to ensuring the business is successful and

everyone understands what is happening. Breakages of systems can lead to very major and serious conflicts when guesswork takes over and everything is uncontrolled. Each front line manager should know their area of responsibility so they can understand the direct consequences of their actions if someone decides to break the system. This implies that they know the standard operating procedures (SOPs), reporting documentation, communication channels and linkage in the reporting systems.

Equipment: Basically, the supervisor would be expected to know the

settings of equipment, condition of machinery, proper operation of equipment, proper layout of equipment and safety aspects.

Human resource skills: Since the business is very labour intensive, it is

a very important area and requires some training, but it can be on a lighter note. No point in training the wrong people, or to the wrong skill levels. No point in hiring people with the wrong attitude. People need to feel they are part of the business family for longevity of service, which, over the period, reduces training costs.

Training: New starts and progress. It is important to make the new people
feel part of the team; assess training requirement within the team. Where are we going tomorrow? What happens if? Then, assess skill levels of individuals. Get to know the people and they will respond; ensure discipline so that taught methods are followed; Induction, requirement so people understand the rules and regulations, followed by determining training requirements and arranging the training accordingly.

Hiring: This is simple, if stipulations are met. We are looking for

qualifications, suitability, personal relationship and standard testing.

Motivation: A multi-faceted combination of authority, attitude, target

setting and driving force. Under authority itself, there are different types and it is important to know when to use which form, e.g., formal authority is by position, specialist authority comes with specialist knowledge, like machine technicians and personal authority is the acceptance of the supervisors decisions, orders or instructions followed by the work team because of the respect the team has for the supervisor. To make a profit, the solution is to get together, educate and train the supervisors so we can head towards a more effective management team. Before we can train, we need to assess the job of the front line manager and decide on their role in the business, what their responsibilities are and then and only then can we decide how to train them.

Communications: The basics of transmitting requirements vertically or

laterally, its components could be language, clarity of thought, clarity of the task required, attitude, authority and body language.

Labour Retention: A vexing problem area for the supervisor to try and
first resolve should start with an interview, normally informal for front line managers; the reason for any absence. [What are the problems?] Knowledge

in advance is helpful in balancing the general attitude of employee who should be aware of the rules that govern absence from duty.

Management skills: These are normally very intuitive. Instruction must

be given in the criteria used and how to use. Training should be given from both Administration and Industrial Engineering on systems and methods of determining results. Line balancing probably one of the most important elements in this section and is the equalisation of the work content of a series of operations to generate equal operation time at each work station. Skills inventory Target setting WIP knowledge Methods knowledge Work measurement principles and application Real time information Mechanics of balancing The rate of production The operations necessary to complete the task The sequence of operations The time for each element of work Improve operator performance Steps in line balancing

Planning and Organisation

Work study analysis Supply of materials Machine effectiveness Realistic target setting Absence and pre-planning Discipline of communication Tasks done Follow up on targets Follow up on problems Follow up on promise

Co-coordinating and Controlling

Monitoring and evaluating the plan Appraising individuals efforts Group performance Correction of problems Logical order of operations No overlaps of responsibilities No jobs left undone Quality Control Responsibilities To ensure section output is of the required quality To ensure correct standards are used Give training to standards required Training of section

 Cost of poor quality Material waste Time loss Production loss Management input

Cost control skills

Front line managers need to understand the standard costing as a means of looking at costs and using analysis of the variations from the expected standard as a means of control and improvement. They must understand how to get standards; information on which they will be based must be gathered, collated and analysed. Data about material, labour and overhead costs, rates of output and material utilisation. This data enables a standard cost to be calculated for three areas: material, labour and overhead for each product. These three areas then provide the standards for a product and are used for materials issue, labour requirements and overhead budget. The labour standards may well be set using work measurement techniques.

Work Standards Application

Applying correct methods SOPs are followed religiously Efficiencies

Material Utilisation
Thread consumption Recuts Quality standards SOPs for raw materials correct

Maintenance and Utility Supplies

Machine support Machine spare parts Needle usage Proper use of machine Proper setting of machine Electricity Air supply

Labour Utilisation
Performance ratios Efficiency Working performance True performance Individual performance Group performance Section performance Department performance

In conclusion, supervisors, or as I prefer, Front Line Managers are the key to any successful and influential pro-active management team. The problem is that very few have been trained to the skill levels required and if people think they are not capable let us ask ourselves how other countries managed to achieve this level of excellence using the same calibre of people. People, who are uneducated, but willing to learn, There is no excuse for not getting the best out of people, only a lack of understanding amongst ourselves that costs money and results in the destruction of our future.

SUPERVISOR IS A REPRESENTATIVE OF SUBORDINATES-:

He is intermediary between the work groups and top management. They are called linking pins by Rensis Likert. As linking pins they serve to integrate the entire organization and the effectiveness depends on the strength of these linking pins. Leader shows personal consideration for the employees. As representatives they carry the voice of the subordinates to the top management.

SUPERVISOR IS AN APPROPRIATE COUNSELLOR:

Quite often people in the work place need counselling to eliminate the emotional disequilibrium that is created sometimes in them. Leader removes barriers and stumbling block to effective performance. For instance, frustration that results from blocked need drive keeps an employee derailed or the working track. It is here the leader comes in, renders wise counsel, releases the employee of the emotional tension and restores equilibrium.

USES POWER PROPERLY:

If a leader is to effectively achieve the goal expected of him, he must have power and authority to act in a way that will stimulate a positive response from the workers. A leader, depending on the situation, exercises different types of power, viz reward power and expert power. Besides the formal basis, the informal basis of power also has a more powerful impact on organizational effectiveness. No leader is effective unless the subordinates obey his orders. Therefore, the leader uses appropriate power so that subordinates willingly obey the orders and come forward with commitment.

SUPERVISOR MANAGES THE TIME WELL:

Time is precious and vital but often overlooked in management. There are three dimensions of time boss imposed time , systemimposed time and self imposed time, that are prominent in literature. Because the leader has through knowledge of the principle of time management such as preparing time charts, scheduling techniques, etc., he is in a position to utilize the time productively in the organization.

STRIVES FOR EFFECTIVENESS:

Quite frequently the manager are workaholic and too busy with petty things to address to major details of effectiveness. To fill the gap, sometimes leaders throws his concerted efforts to bring effectiveness by encouraging and nurturing team work, by better time management and by the proper use of power. Further, leader provides and adequate reward structure to encourage performance of employees. Leader delegates authority where needed and invites participation where possible to achieve the better result. He also provides the workers with necessary resources. By communicating to workers what is expected of them, leader brings effectiveness to organization. The above functions of the leader are by no means comprehensive but they do suggest as to what leaders do generally.

MANAGING AND LEADING:

Leading and managing are not synonymous. One popular way of distinguishing between managing and leading is brought out by the French terms dux and Rex. Dex is a leader and an activist, innovators and often an inspirational type and rex is a stabilizer or broker of manager. But more realistically, effective management required good leadership. Bennis had once commented, there are many institutions I know are very well managed but very poorly led. This statement crystal clearly demonstrates that the difference between managing, and leading is indeed a lot. Though a layman considers managing as a broad terms including leading function a behaviourist advances the following points to marshall the difference between these two leading and managing.

RELEATIONSHIPS:
Managerial behaviour implies the existence of a manager managed relationship. This relationship arises with in organizational context. Whereas leadership can occur where, it does not have to originate in the organizations context. For example, a mob can have a leader but cannot have a manager. Further, is an organization, informal. Group have leader not managers.

SOURCES OF INFLUENCE:
Another potential difference between leader and manager lies in their sources of influence. Authority is attached to the managerial position in the case of a manager: where as a leader may not have authority but can receive power directly from his followers. In other words, managers obtain authority from his followers. In rather pure terms, this is the difference between the formal authority theory and the acceptance theory of authority.

SANCTIONS:
A Manger has command over all allocation and distributions of sanctions. For Example, manager has control over the positive sanctions such as promotion and awards for his task performance and the contribution to organizational objectives. Manager is also in a position to exercises the negative sanctions such as withholding promotions, or mistakes, etc. In a sharp contrast, a leader has altogether different type of sanctions to exercises and grant. He cans gerent or withholds access to satisfying the very purpose of joining the groups social satisfactions and related task rewards. These informal sanctions are relevant to the individual with belongingness or ego needs: whereas the organizational sanctions granted or exercised by the managers are geared to the physiological and security needs of individual.

ROLE CONTINUANCE:
Another fundamental difference between managing and leading is the role continuance. A manager may continue in office as long as his performance is satisfactory and acceptable to the organization. In sharp contrast, a leader maintains his position only through the day to day wish to the followers.

REASONS FOR FOLLOWING:

Though in both managing and leading followers become involved, the reasons may be different. People follow managers because their job description, supported by a system of rewards and sanctions, requires them to follow. Whereas people follow leader on voluntary basis. Further, it there are no followers, leader no more exists. But, even if there are no followers, a manager may be there.

What are the roles and responsibilities of a managerial position?

1. Supervise and manage the overall performance of staff in his department. 2. Analysing, reporting, giving recommendations and developing strategies on how to improve quality and quantity. 3. Achieve business and organization goals, visions and objectives. 4. Involved in employee selection, career development, succession planning and periodic training. 5. Working out compensations and rewards. 6. Responsible for the growth and increase in the organizations' finances and earnings. 7. Identifying problems, creating choices and providing alternatives courses of actions.

WHAT MAKES A GOOD MANAGER?

Interpersonal relationship skill. If you want cooperation from your team or employees, pay attention. Practice empathy and respect the personal values, opinions and ideas with the people you interact with. Listen and respond and offer praises and encouragements when they make progress. By doing that you will enhance their self-esteem build trust. As the boss, your ability to develop trust and confidence, resolve problems and issues will result in a productive, goal oriented work group. You should encourage your team to ask for help, get involved and participate.

 Communication skill. A manager is the middle person in between the top management level and the team that reports to him. He has to ensure that communication is smooth and conveyed clearly to avoid misinterpretations and dissatisfaction. It's useful to develop your negotiation and customer service skills, especially if you deal with client.

A good planner. In order for you to achieve long term goals and commit to strategies for substantial earnings, you have to communicate the vision of the company to your subordinates. You break down and clarify the goals that each team or individual have to perform and assign work schedules and strategies. It also involves thinking and planning out strategies on how to improve quality and also being cost conscious and effective. Having goals and planning out the directions allow for effective time management and saves cost and resources.

Decision Maker. The daily routine of making decisions include determining how to approach an employee who is not performing or lacking progress and how to bring about change to the organization and its team. It is essential that your day to day decision is based on what's important, what's right and not who's right.

Leadership skill. Your position entails you to guide and give direction so that the team can perform effectively. You offer on the job coaching, training and support. In order for individuals to meet the needs and objectives, they may need extra input, information or skills. The performance of your team depends on your abilities to empower them. How well a person performs depends on his motivation. Your task as the boss is to encourage and coach others to improve themselves and the quality of their work. You need to instill in them the desire to excel and accept responsibility and self-management.

 Appraiser. You need to have the capacity to evaluate and examine a process or procedure and decide on the best choice to produce an outcome. You look at the importance, quality and values and then taking the best approach. You are also expected to track the progress of each individual's activities and effectiveness, review them and offer feedback and counseling.

MANAGER INTERVIEW AT X YZ GARMENTS

Name: Designation: Q 1- How often do you have a style changeover?

Age: Department:

A-

Q2- How many skilled, semi-skilled & unskilled operators are employed? Skilled-.% Semi-skilled-....% Unskilled-....% Q3- If unskilled operators are more than skilled and semi-skilled 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 Q10- How many trainers you have? 1 2 3 4

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-.