he work of fle ate chy and are ervisors to do th s way. If they do not have enough time, make their sections smaller You may need some more supervisors but you will need many fever § The causes of seam pucker ers, which are a mine of information in this '. The following is a summary of possible causes. ves the wo the fabric. ace pucker. Interply sippage causes one ply ro be fed faster than th i to be fed faster than the other. With lelaitch drop fed i wo let feed, top and bottom eed, walking fe best of all= needle fee feeds the top ply forward by hand is becoming a will not bother because it slows them down, Automatic machines are faster, more reliable and require less training for the operatives. Positioning Prepress, jig stitching and ing by drill holes or notches are all necessary for cheap, consistent quality patch pockets. For other welds, fusible staples and tape can help with some problems. tackers are an expensive alternative. s sss steel is the material for binders and “hemmers. ‘even polystyrene card are quicker to form and can provide a factory-produced alternative for shorter runs. Operative comfort I work aid. Adjustable chairs with lumbar support are es raising a work table on blocks for a tall operative Pressing ‘The best way to a crease-free during manufacture. oe is to crease it as litle as possible pressing usclul for opening seams and some minor fusing. It should be kept “d method by which three-dimensional shapes are produced from ic without the aid of darts. It can be utilised to corcect poor sewing (00 often this becomes the norm. je presses can be useful for collars. wanted shrinkage will occur if dwelling Viral chemic nels ments and fabrics, if creasing is kept 2 litle touch-up pressing, may be al a minimum these, is necessary, moulding, these are for problems which cannot be solved Often they are combined with automatic touch-up pressing. cheat to speed throughput, Automaticwopeuswexe opewessis 18 dues 76 Sy 7a pauiexa (jes9nos 213m 2304) u pjaow se 3939p 0[29 1no 195 uI0} 42 Jo 2g pINOYs red Avd on-yston Avllr ‘s1aUStSop (0006 ©: eA Aue yes mpoud JolUDs 24) f1 pavesisuowop s1 usuaTeueW Aq woWAjOAUl apne Ayenp ayeu soy “Buosm st ssa00xd 2x8 soypue ougey ays uoyp soop 2 3 -pouUE|d ss2juN ano90 10U pInoys st, ‘aBexunUS poydde oe 3urmoig pur wnnses pesy uy sdppy pur ppjjesed axe sooejans ay sey ans soyeur ouetd [eonise © ur duisop jeuy y “umop aBuly sossoud soy “ sanssasd mo] 40} poUstsap Suppep y wnuruyw e or doy aq snus ounssosd yeossdyd pue weaig, ‘aa0ui2) OF ajqyssodus 40 2ynoyyIP S131 YIM ‘sonoyUKs A|jePoadso “souqE} ‘2ul0s uo ourys sasne> aunssoud jeaisdyd 40 usvo1s [230] Ytpy “AyoAnd9y9 aienodo 0} uinnoea smol[e pur “Ajuas> aanssoid pue wears Sunngusasip ‘aoepins aya saiosd yy “Aayenb poo’ o1 jenuassa s1 uippey> aydu ayy “auaiuoo Inoqey 3) sonar sdn 32s JasnozeD “ssopinoys pue sze[jo0 ‘suredaz0y ayy se yans seaze 4oy, 40} Ayersadsa ‘synsos aauaq 94f9 asnus sossoud jeuossuounp-2004 qweweBeveyy uoRonpo.g GuyoI9 01 uoNINPONY| geSize Range al SACKET FRONT EXAMINATION PROCEDURES 184 245 a6 7610 ‘Shoulders Steeres cuts cove Lapols Front cages no poking onto dae, ype & secure ‘points shap te Sealed samples “These ate acwal garments which are a convenient way of recording what the bulk buyer wants. Check examining ‘This is done by the senior examiner or a specially apps Tis nee, The procedure is much the same as forthe quality audit, and is cxainia form of the same thing. A good final examiner may miss from 10 Te 13 per cent of the defects in a batch of garments. ‘The quality cycle Find out what is the required quality at what price and what volu Is the required quality at or below the factory qu “Accept the order if ti atthe Factory Quality Level (FQL) or below. Reject it if the standard required is above the FQL oF negoriate a reduced level (4) Will it make an acceptable profit? Design to suit the market requirements. Draw up a quality specification. Make it. sales staff sell what the factory makes at the required volume and price. Mere order takers do not. )dns oy jo simieu mex9 a4, soyinp Aiosasodng gui00s Bumos ays AysA uononposuy sostAsoOadnAg WoOY BUUMAS YL ppadso “sousuiodx> 9r] an jm uowodosd jews y “ysnus 4394 yoog si BUSA, wwoists sau © aps dayp uaa uawaSeuEW opin pty sajdipuud ayp puersropun asnur doip ‘sand2y2 29 01 st worn 2 J "Hom nose] sou a4p JEU OF HO} roMeO:8 e SuyeW Uowanponuy _Aanxbbut an example is provided so thar a manager can construct alist appro- priate to his or her ut Ips to let people know exactly what you expect of them. A list prepared by a manager and one prepared by a I often differ widely. provides a solid basis for achievement and goes a ing crises. Pethaps the most important aspect is regular contact occurs between the manager re prepared fo ly co oceur wi a three-monthly ba Supervisor's check list ul for new supe GOOD SUPERVISORS i ae Priorities ‘The proportion of the supervisor's time which is devoted to each activity will depend upon many things, of which the two most important are the company production policy and. the personality of the-supervisor con- cerned. In most cases, however, the bulk-of-a supervisor's ume should be spent in overcoming 0 vevbiems directly clarea to production and particularly in balancing the ourpat-of-her team. The supervisor should be motivated « needs of the job. Il select the production system, the degree of and the amount of work in process permitted. time that a supervisor should spend in stay in balance, Neverthe spend more than half thei time ji ieved by visual bal effective supervisors. wi ‘Much ean be the ‘supervisor's balance sheet’ is a useful docu: management only if they can rely on the accuracy of the formation. Ove fere with the supervisor's other work and wi accounts. One purpose of the regular ‘© provide an opportunity for the supervisor to speak with every the line. Capacity checks can also play a major part in vidual ouput and also in balancing routine. ised balancing requires the same level of understanding of the balancing process but reduces the chore of regular checks. Delivery ld be noted by Supervisors shot 1y Which the last bun ry date can be achieved. A wt ied in advance, [zeee3N238U “2UOP [fa ue on u daay ssn am aydoad 182) 49 seou919 ostasadns ayy yn 59393 soannesado Jo iqsuodsas jeuy ayn ysinos ag sAvaye pjnoys sisjeisads ays 40 PuE Fury>eoo ynj1ve1 quia paAordwt 9q WED soniesod ru 3q ur9 Jo1snunsui pub Jostauadas Yiog 30) 29upe32 1 Uy “saajssuoys sasqesods oy: yA Ajo id Butea SonNsU go a4 UO, “SIS HOU >: 1 ssoressdo 1 pu syaueis au Suruie ut Buuren areredas y “uons9s o4p Jo COus!oyzo ayp a4ozduut or © Jo ausop 242 wos Ayjeamivu Souio> SuIuIEN Pood 10} buyuyesy ‘ajgsisod se woos se ous!>yj> yy 02 (siourEsY yn) woxp Bulag 02 pur auoy re ppay soaneiado mau ayeUs Dae Spoyjout aand3jop 25uG “suOH 194) wos) poioadxd 2q pynom UCYE 859] uronpoad 9q 03 avadde soanneiado uayoe jnjasn sf sisdjeue Poy idood sama} woaj swuowsed a10u - & warssoudwat 205 2q.-4yqus9jaid pInoys pue spiemdn s0stasodi sox} ice pynoys sdueyp 30) suoustns ‘wo1ds oq Jo CouDpys> ay) Ur SUDUIDAOK banDayjo 24p jo spews 2Ip 51 tuo soueunopiod sore13d0 24p Jo aBpaymouy 11241 se pood se aq Afuo Ue> ZuDuEjeq Ul yuouIdAaIEPe § Josivadng wooy Bumag ou, JDYL “WY! 20) som oYs soanesodo 241 se Pood se axe siosasdng SUP4s onyesodo asy uo sodas jonuop ent) ("= a | siaaoasip sostaradng, ‘SHALLVWAIO SHE NY YOSIAUAIAS THE O1 dn Sf ALIIVAd GooD [ WAHL d1JH O1 TUaHL SI TOULNOD ALTivaD. ejd 01 ured © osye sey sosne> 412411 Sunou hq si>9}9p) inb s9Aguay on do: Prey siqp ur aanonposd-sayuno> axe Sonewaxpews parroyjduioc “paséjeue 2 9q ued a! aeyp em v ypns ul Ajduus parusssad aq isnu UoREW “2ojut ay, “pasnposd uaaq sey 20m 2an9}2p Yantu 001 asojaq uoRDe 0} pur Gianse sti souuou o: sosuuiodns pue J98euew 24p 2]qeua sisofer pue sitedax Sy20Ma2 Jo sponay “ute sz0siuladns agi 24 PInoYs j229) pauinbox ayy ie Gixfonb qwaysisuo2 Jo wauIDAIIYDe ay], Aayeny eee | spoous sti pie “ Z re1edas potsodas 9q pjnoys pue Buspoo snojoo asinbos soppung dawoug quawabeueyy uoyonpolg BuIoKD 0} UoKMPOAU)ing Prox on a sduction Manage snagement Weltare and other activitios ed to regard the welfare of operatives as the supervisor knows them best and by can establish a good working relation- the personnel officer and factory nurse as useful aides ‘ot as rivals. Their assistance should be sought with anything that is time-consuming. Up to 10 per cent of a supervisor's time with operatives on matters not strictly re shown that this is essential for the fi successful section, yy co-operation marks a Sample of list of supervisory duties es within the section, in order rom another section, thread and ice and checks 0} ning levs ‘output of each of the operatives for various jobs information to trainees on the garments made and how thi we manufactured. id rules, id obey them, senmraceurman ‘The Sewing Room Supervisor 7 ini Ree Ndeg aie stalin ieee OF i opecasivet Oe or Bee HRI Se ordinary operatives must be agreed with management on the inventory. © Giving instruction, as required, and reporting onthe progress made. Controling the trainees on the hte in the section at its efficiency. ing with management, on a daily basis, the movement of ‘and from the section in order to cope with absenteeism. Oona chin the fa ujd ayU2 aq ue> wy LoLNgiUED ay puL sduIpeoy snoLe sat J9p\ iad A402} 02 Paioaap 2q pinoys Bunda sysom supp “Guns9u 4 dup Joye uaa ut Jostazodns ypeD 40} posapisuos 1899 930 9894) “12A2MOF{ ‘spoueuuopad Aour!oyy2 uorz208 ns SoueY "Vouewsop10d 3no 40} 13940 B DAeY 3% J! 303294 OP ITE AL ode yempe 203" od 11 i war 0} s9GeUEW D4 Sx ‘UDYeI 29 Ue UONDE datD03I09 re4p os “soUCAO}IOd nod 4p ssosodund os $2498 SW. won wunosu) juowobuuey 1 poo porrdpnus 2 ove Pi ms snoge] 10 Loupe posyeroads Jo sStexnoys "our oe hep aap ia sopt0 pao daojag au hy a ony ol oy nous v3oy pamoie st uaa atenbape "posjosur st uonoos. auo weyp aot 9294 Tell ue soueape Wr APES sReoveur toys sariua Suuueyd poor iu pue aunjon sayy exp os s929qwa0}>d adits put soaneiodo Yio “op 0} Sunes jo unusual yp A 6 losruadng wooy Bumag oy. ‘gsiod se un e uo] se 40) 40s owes ayp yo stuawe8 sonposd aul yea 312 “Gaiqereae yiops 01 13iqns ‘ews pus 90m yale pariddns idoy 1 buy peo aeyp sunsus 03 “Buyuuryd uononposd st iodse tuessodu sour ayy :WONDe 984901100 946) 04 J9pIO Ut suteBe wononpoad [eni>e osuow 0} viep Jen>ej jo uonesaadaa 1d 02 pa ut Jo uonsedosd yp us at Peop-yso es ay) UadMu9g douDa4Ip UreUa a] Buyuuerg ue saztiqisuodsox ,soydood 34) 40 “uaym pue op 0) ancy Aaya 2e9p) & ur ang sajna ur YoU sq uaaaad 242 urjd or pue waye suin quawdSeurw auou 2tp sfuaHour> ay 334K95 ay ‘opusdiows jo wnumu ays pue aoed wusisisuoa e ypu kjquoowss un swuo293 2q ueD Jo¥euCUL payprys e MA wy euRnes Aiojoeg so, 2434 51 wonsos ap 2a Bunsug 6 ssod to aay se ond em seus to 6 ‘ mean iofo1pue spuasas o sume a doo Suuaued 249 ut ANB ood jo somes Super 6 ajqssod asaya suomtpuon prepussyo Bunseias $1509 4304 01 49p30 uy ‘Safeddors yo so © Jopuo ut ‘pei ‘sun 122309 247 18 paepurrs uo pue jjo Yoo9 soanesodo seq Suunsug ‘UHH PuLpueas.jso Jo Sasne> Sul pue 3uryooy) ‘sieeqs ded Apjaom pur si2oys uodnos Suupayap pue Buo9/10> “uajgoad agp onjosas 02 papaau st diay 31 299} SSE 24 01 Sunsodas ang ‘sosnuog pur sofiem inoge soiiond Sumpucy] « 30014 Aouew ‘andino jo tunjos 40 Aayjenb 00d 20} suoseos 242 uo Sunsodox pue Buredtisosu| @ “spoyout Sunezodo Aypewodsa ‘vewobeueW UoHaNpoid BuNjO!9 0; UoonpaqU @referred t0 a session in general, take place more often than Key Result Areas Some factories ru because of poor qual improveme -mectings (usu: bet Section can be identified a these objectives should should be complcted It the "Key Result’ Are: reduce the rejects from an order is lost trates upon ‘quality next crisis, Periodic Quality, then the supervisor may agree to examination to 15 per cent, by the end of the “KRAY may lie outside of norm. led flexibility to the job descript work for an hour a day ds, in addi jore than f 1g, work sensible to agree a quarter, Supervisor training needs List of supervisory duties led in this chapter. Amend it to correspor tory. Are there any other a e not been covered? factory? wing Room Supervisor Feedback How do you know if a function is done properly? Can the information be quantified? Can better control information be provided at an economic cost? Who needs to receive the control information? How will the supervisors receive it? Training programme What? Where? When? Why? How? Who? Will che benefit outweigh the cost? Supervisor's check jist (a) Start up 1. Manning = visual check of section, note absentees, allocate floaters. discuss with management if necessary. 2. Daily book check coupon sheets enter totals in book. ‘post’ coupon sheets (b) Regular checks 1 He balancing sheet. work in process. plan ahead. more operators if required. at passing, key operation, learners. discuss with operators concerned. ly checks Cia at Quality checks (ce) Once a day 1 Manager's rounds — show book, s yesterday's output and today's Capacity checks ~ at least ewo operators per day concentrate on weak lines. th method and quality check. Visie trainees - ig centre, = insection, General tidiness work places, void coupons to boxes, etc. — gangways—beware of the danger of obstructioERVISORY SKILLS Handout Nr: | Subject: ORGANIZATIONAL, = spol [STRUCTURE /RESPONSIBILITY aa INTRODUCTION Just imagine: Until a few weeks ago you were a normal worker in the production line and you received your orders fiom your boss or a supervisor. They gave you instructions of what to do and how do to it and you were doing it. Two weeks ago the production manager of your company talked to you and offered you a job to be a supervisor yourself. You happily agreed because it means 30 Peso more every day and you do not have to do all the dirty work yourself anymore Last Monday you started your new assignment and you suddenly realize that this new job is not so easy after all. Before you had to deal only with the work itself but now you have to tell other people what they have to do! Just think about some of the problems you suddenly have to deal with: + Machines are not adjusted properly Dimensions of the product are not ac © Wrong tools are used for the job Wrong materials have been used © Accidents are happening Products are not finished in time © The quality of the product is not good Jobs take too long to be finished © Your former buddies in the production line don’t want to have a beer with you after work!!!" You wonder what is going wrong because you actually thought that you were a skilled wood worker Actually there is a big difference between the two jobs and you have to learn some new skills before you are really able to do your new job properly. Exercise 1: Make a list ofa supervisor's duties and responsibilities individually, discuss them in the class, make poster on the wall, keep it as a reminder as long as the course runs. 2.0.0. ORGANIZATIONAL STRUCTURE / SUPERVISORS RESPONSIBILITIES Let us have a look at the organizational structure of your AN company to get an idea of what changed in your work life. In the Vee picture on the right side you can sce a rough layout of a company’s structure, Now, you moved up from the workforce into your new position as a supervisor and that means that you moved up fiom being a “Follower” to being a “Leader”. /rsccaced\ Here in this course we want to give you a first idea of what it 0) means to be a leader instead of a follower Asa follower you received your orders from the supervisor or the middle management and you were following these orders. Sometimes they would ask you for a statement about some problems and you had to report to them. Your main task was to fimetion as a worker and to do what you were told. The skills you had to provide were mainly technical, on how to run a machine and to use tools. Most of your labor was physical, like planing a piece of wood, the dimensions of the final product were given to you and you had to do it according to the order[Handout Nr: Subject: | pos. | COMMUNICATION 2.3.0 Responsibility to Other Supervisors Itis very important that you get to know all the other supervisors very well in order to establish good working relationships with them. (Improve the work flow between the departments, exchange of information like deadlines for parts and products, quality and tolerance problems, create supervisor team that can communicate and coordinate properly with the mana 2.4.0. Responsibilities to the Staff / Personnel Department The staff department will approach you first regarding information about workers. You have to be able to judge requests for information from staff managers, try to be a middle man in these situations. Coordinate standardized reporting forms and instruments with the staff managers in order to judge the employees performance. Consult with appropriate staff managers to utilize their special expertise on staff problems (work attitude, late, drinking, fighting...) jatters (if company is unionized) ave to know the basics of the CBA (Collective Bargaining Agreement) to keep a professional relationship with the union. You have to respect the terms of the agreement as a representative of the employer, even though you may personally disagree with it. Treat all workers equally, union Exers | Split into groups of 3 ~ 4, in each group act as supervisors fom: Machine Section, Assembly | | Section, Finishing Section. Discuss common problems between the three different departments like quality control, production flow between 3.0.0. SUPERVISORY SKILI Now that you have an idea of all the responsibilities (quite a lot, don’t you think???) we should try to think about skills you might need to fulfill all these responsibilities and do a good supervisor job. You realized already that your technical skills and knowledge are only a part of the skills needed to be a good supervisor. 3.1.0. Communication with Others aalate Giving Instructions and Orders Asa resuli of Exercise 2 we found that itis easy to follow the instructions of one student, but very hard to follow another one. Obviously one has the gift of being able to communicate very well, the other one not. Which factors are important to instruct another person in the workshop? © Knowledge of the technical facts and details Ability to demonstrate * Theoretical knowledge to support the demoristrations s ce © Authority Planning It is very important that you know the technical details of the process you want to explain to somebody else, so, if you come fiom the production line yourself, you should be capable of doing, 80. All the processes of woodworking should be easy for you to explain, or are you using “This thing there” for words like “saw blade” and “fence” 2? If you do so, you have to familiarize more with the machine and the process before you start explaining things to somebody else.‘The most important resource the supervisor has to deal with is the human resource, Every human being is different in character, attitude, experience in private and work life, so you have to treat them all as individuals. On the other hand you are a representative of the management as well, so you have to be very careful in taking sides in any discussions with the workers. You can sce that it is not an easy job to bbe on one hand considerate with all the individual characters and on the other hand you are supposed to treat them all the same! You have to learn to think before you talk and act because you are MEDIATOR / ORGANIZER / INTERPRETER BETWEEN WORKFORCE AND MANAGEMENTF:] Subject | PLANNING ¢ SUPERVISORY SKILLS [Handout roe he He fesse: Try to break down one big problem into many small ones, delegate them to different workers and collect results. You will find that suddenly it is much easier to solve a big problem. Exercise 6: One of your workers comes to you and tells you: “The Circular Saw is not working accurately!” Try to break this big problem into small ones! Make a list of things that might be wrong on the saw. Different meeting situations are possible in your situation: 1, The manager will ask you to give a report in fiont of the top management about the situation in your department. You conduct a meeting with your workers in order to give orders on how to improve the situation in your departmei In both situations you have to be the active person, so again, better be prepared for the meetings: «In the first case you might be asked why your department is not working properly. You should be able to explain the situation clearly, state facts and numbers, so it would be good to make some written notes before the meeting because you might forget things especially when you are excited about the situation. Try to take written notes of the management's recommendations in order to implement them later on. * With the help of your written notes you will be able to come up with the right orders for your workers. Make a list of jobs for each worker before you conduct a meeting with them. If possible give them the instructions in writing with a deadline to finish the job. Try to split big jobs which will take weeks to do into many smaller ones, it will be easier for the worker to do these jobs. In general, be always open for discussions with your workers about how do to a job. Now, these guys are the ones who really have to do the job, so maybe they have some suggestions on how to do a job faster and better. Maybe talk with the management about rewards for good ideas in this respect. Exercise 7: Split into groups of 3 ~ 4, conduct staff meetings with your fellow students, discuss the situation in the lumberyard with them, give orders to them and check whether they understood them by letting, them report. 3.2.0. Planning Process 32015 Determination of Goals Before we can start with the planning of the production we have to determine the goals we want to achieve. Normally you will do that first with the management, most of the time they will give you the production numbers (goals) to achieve in one day, week, month. Study the given information like Drawings, Bill of Materials carefully! ‘You have to consider some aspects for the determination of your goals: © Output of the production * Quality and workmanship * Cost and Budget control and quality are relevant number of items to produce in which time (50 chairs in 1 week) determine the quality of the product in relation to the time available consider the costing when you produce the chair, production time Clarify these aspects before you start your production planning in order to achieve the right number of chairs before the deadline, in the right quality and within the cost frame.CC SEESEESESS’SSE SUPERVISORY SKILLS ‘Handout Nr: | Subject: Peet ein oes gest SP10 [RULES AND REGULATIONS but they do not have any ambitions in their “career"' It will be very hard for you to motivate them to take over more responsibilty. I you are new in your position, identify the possible leaders whe have some ambitions and start working with them firstly Create a production team and involve them actively in the planning and decision making. Give them some responsibilities in the production and you can concentrate more on the management of the Production. It is a litle bit like having your “own company”, now you ar inthe higher management and you have your own “group leaders” as supervisors supporting you in the day to day activities, Try to convince the management to accept your new department structure and some salary increases for the motivated group leaders. You have to be careful not to overburden your group leaders, | & wows tenes Sete in the end it is still you who has the final responsibility for the department. If you overburden them, they will get frustrated easily, so Set realistic and attainable goals for the group leaders and the workers, By creating such an intemal department structure you can solve some ofthe problems related to motivation: By delegating work and responsibilities to your group leaders they feel treated es individuals and they can implement some of their ideas, inthe end they feel that their work is meaningful, £ Try to work down with this system to the workers who do not have a lot of self motivation + Try to get them involved in the system in small steps * Make notes of thei performance, set regular individual meetings to discuss their improvement or the lack of it * You might have to give some of the guys @ deadline, if they do not improve, talk to the staff department about laying-off some workers in order to replace them with more motivated ones * Ifyou see potential in a worker but he lacks certain skills, give him some individual attendance or send him to some training courses outside Swotes Sprue Houae 125) 1 Sees leer a ee) lanes 6. Rules and Regulations and their Implementation The "Rules and Regulations” of your company is a very important tool to keep up work discipline. Most probably the rules and regulations are existing but like with so many other things, are they really implemented? When you start your job as a supervisor, get a copy of the rules and regulations and read them carefully! Go to the staff department and discuss the contents and the routines with the responsible Managers. Sit down and “translate” them into terms the workers can easily understand. Conduct a Gea ne With the workers and explain the rules and the consequences of possible misbchavior, Give them examples: How much money does it cost the conmpany if 50 workers come 30 minutes late 20 days a month at an average salary of 150 Peso/day? 8 hours x 60 minutes = 480 minutes a day 150 Peso / 480 minutes = 0.3 Peso / minute , 053 Peso / minute x 30 minutes late x 20 days / month x $0 workers ~ 9000, Pesos / month Apart from that the productivity is lower because they are only 450 minutes on their work place instead of 480, only 94 % instead of 100 %. ‘ Clarify with the workers that once they sign the working contract with the company, both parties agree to certain terms, which should be binding for both parties.| Handout Nr:] Subject: TECHNICAL COMPETENCE / | SP07 | SHARING OF KNOWLEDGE SUPERVISORY SKILLS — + Evaluating Performance Now that we have our actual production results, we can compare them with the standards from before and we will find out whether we reached our production goals or not. (Evaluation compares standards with results: $00 legs finished afier 50 hours = lower than the standard, quality is not as good as sample = lower than standard) king Corrective Action ‘You have to take corrective action especially if you do not reach your production goals, meaning your production is too slow, the quality too low... (How can you make your production faster? Training of workers, better machines and equipment, use of jigs, bottleneck in the production, more workers necessary, another order is still blocking some machines, no materials allocated for this order) Controlling and review procedures are essential for the implementation of plans. Without them you will never be able to tell whether you could accomplish the goals or not The above mentioned production plan is already one very important tool for controllin you can follow the production process on it and you can identify bottle necks and other problems, Try to set a quality standard for each specific product. This is especially true if you were sending a sample to the customer. Once the customer accepted the sample, you have to keep this quality standard and you can not send him products with a lower standard! Ifyou have a Quality Control Department in your company, try to work together with them, so that you know all the quality factors before you start the production of the item, yecause Ifyou are involved in costing, establish a proper post ealeutation process in order to check on the accuracy of your costing. Check on the physical accomplishments (number of work pieces, in specific time quality) of the workers, itis an important thing to know about the in the production line. The easiest v routing sheets. ina certa ciency of each single p vay is to evaluate a worker's data from his punsh card and the 3.3.0. ‘Technical Competene ‘Your technical skills are very important to be a good supervisor because like mentioned bef have to be the mediator between the management and the workforce. Talking to the ma they will be expecting from you some proper explanations of work es, especially if you want them to invest in new equipment or tools. The workers will only accept you as a supervisor if you have at least the same technical knowledge compared to them Talk to the management about sending you not only to Supervisory courses, but as well to some technical courses in order to improve your theoretical and hands on knowledge. Before you were ordered to do things in a certain way, now you are the one who has to tell others how they should do things. Before you give instructions, think about what you say !!!!!!! you ‘agement, - 0. Teamwork and Sharing of Knowledge Once you are accepted by the workforce as a supervisor, it will be easy to incorporate the best workers into your production planning and implementing processes. Treat them as part ofa team, give them some responsibilities that they can handle and which will make them feel as part of the production team. Do not give them too much responsibility because they might get frustrated knowledge. It is very important that you are the first one to shate your technical knowledge with the others to make them aware of the advantages. Exercise 8: | Introduce the principle of sharing of knowledge; make them aware that they lear when they share Discuss the importance of proper machine setup in relation to joint accuracy in small groups.SUPERVISORY SKILLS 0. Tr: d Development of Workers You get some new workers into your department and you want to assign them to some jobs. What should you do? Interview them one by one about their background and work experience (take notes which you can use as your personnel file of a specific worker) Find out where they worked before and why they stopped working there Brief them about your companies / departments working policies Assign them to some jobs in their field of experience and observe them one by one Take notes about their performance Sit down again one on one and discuss the working results (safety, productivity, quality, housekeeping, proper use of equipment and tools) «Assign them to tasks which they are able to accomplish To further enhance the quality and productivity of the workers you have to conduct some training: You can develop these workers either in informal training, meaning to say you train them within the production while you assign a job to them. This training has the advantage that you can take care of each worker by himself. On the other hand communication is not so easy because of the noise in the workshop. Mostly you will only have time to show him HOW something works but not WHY. When it comes to the next assignment you might have to start from zero again, On the long run your staff development will be more effi training to your department / company: + Before you can actually start with a formal training, you should evaluate the workers strength’s and weakness’ in order to know WHAT you should teach them ‘+ Try to classify them into maybe three different skills levels (Beginner, Advanced, Experienced) and make training plans according to these results * Talk to the HRD department and the management about time and a room to conduct some of this formal training for the three different levels on a Saturday or as evening classes + Do not put all workers into one class because the experienced ones will be bored and the beginners will be overcharged and can not follow your explanations * Give them some basic theoretical background knowledge about woodworking so that they ean follow your instructions later on much easier because they will understand WHY you need this saw blade or another (Make photocopies of some of the WTSC Training handouts) Accompany the theoretical lectures with some hands on practices in a quict workshop Try to convince the HRD department to introduce a company internal grading and certification system, At the end of a “Circular Saw Training Module” the worker should undergo a hands on exam and if he passes should receive a certificate as a “Circular Saw Operator”. This system. should be accompanied as well by some financial incentives, workers who undergo these training and take them seriously should be paid a little bit higher than workers without the Certificate. Try to convince somebody from the management to hand out the certificates to stress the importance of the program * Make a Manpower Development Plan with HRD to send some workers to Skills Training Centers like WTSC, especially if you do not have time and facilities to conduct training in your own workshops * Be serious about the training and explain it to your workers according to that. While courses are Conducted, discipline, attendance and active participation should be valued very high nt if you try to introduce some formal | | ' 'ae | $P09 | DISCIPLINE / MOTIVA SUPERVISORY SKILLS. zz NrJ Subject: pline and Product After you trained your workers in the technical skills you will still encounter problems. Here the workers attitude towards his work is an important factor. Even if be isa very skilled craftsman, a worker can show a very bad overall performance because of his attitude towards work, being punctual, finishing work at the given deadline and so on. 3.6.1. Provisions by the Company to Strengthen Discipline and Productivity But before we think about how to improve the workers attitude and discipline we should not forget about what the company should provide to create a proper working environment * A safe working space is important, in the machining section use fences and guides, build proper igs, in the finishing section provide masks to keep the workers from inhaling fumes and dust Proper lighting has to be provided, how can you expect a worker to work accurate if he can not see what he is doing? Is the workshop floor out of concrete and are you able to use trolleys for the workshop internal transport? (If you have to carty all the work pieces by hand, how much time will be wasted by doing so and how many pieces will be dropped and the machined edges spoiled?) How much is the company paying the workers and do they take care of SSS? Is the payment Tealistic and according to the workers capabilities? Do not tell your workers about commitment by the heatt, they can not feed their children on it!! Is the workshop cleaned daily, as ‘dust free as possible and are the machines maintained: regularly by a mechanic? Ave the tools organized in a too! room and are they kept sharp all the time’ Does the company provide good quality raw materials or is it the cheapest Gemilina with lots of Knots, pith, cracks...? Maybe more expensive material will turn out cheaper because you have less waste and less work in planing it? Does the company have rules and regulations for disciplinary action? Get to know them! Talks With the staff department about the problems of disciplinary action. If you have to apply them, treat all the workers the same, do not priv lege old buddies!!!" Observe the workers on the machines and equipment while they are working on it. Think about digs and fixtures to improve the quality and speed of their work! Sometimes small things can help speeding up the work very much! Involve the workers in the process of improving the for example the setup of the machine! Is there an existing production administration system implemented? Do you use Routing Sheets, ‘Cutting Lists, Drawings, and Samples to speed up the production? Check this list, partly you will find that it is your own responsibilty to change and improve the situation, other aspects have to be discussed with the management before you can act on them, You are like a mediator between workers and management; you have to have good relationships with both parties! Exercise Write down a lst of improvements for your company. 3 Department Organization and Motivation of Workers Tf you can implement all the things mentioned in the list above you will find that you have created a 200d basic environment of job motivation: the worker receives a good salary and his work situation allows him to work productive, Looking back to the beginning of the course we said that there are “Leaders” and “Followers” in every production line. Your manager identified you as a leader, now You have to do the same thing in your department! Try to figure out in individual talks WHY people Worl in your company. A lot of them are just working because they need some money to survive,ic SP06 | PLANNING { CONTROLLING SUPERVISORY SKILLS Pere | Subject: Aad, Plan the Accomplishment of Goals Now that we have predetermined the goals to achieve we have to ask: “How can we achieve these goals?” You have to think about some given facts before you can continue: How many skilled workers do T have to do the job? Which machines / tools are suitable for the job and are they available at that time? Which jigs are necessary and are they available or do you have to prepare them? ‘Are the right materials available / prepared for the job? (Contact Lumberyard, Machining) Ina small company you even might have to do the costing, so you need the necessary data like material prices, available dimensions and machine hour rates, With this information and the drawing etc, you are able to start the planning of the production for the next period. Discuss it again with the manager if the production goal is too high, be specific, have facts and numbers when you go to him, Development of Plans and Actions ‘After you gathered all the data, you should be able to proceed with your planning to the inyplementing stage. You have to prepare for example routing sheets where all the processes for a certain work piece are described. You state as well the equipment used for cach process, plus the estimated time for the process. Depending on your system you can determine the workers on the routing sheet as well, This way it is easy to utilize the manpower properly and you can inform the workers easily about their daily duties. In a normal workshop you do not have only one order at a time but maybe three to four, so you have to make a production plan in order to coordinate the different orders with each other because they have different deadlines, materials, need different equipment and manpower. You are the one who has to know, at which stage each order is. This production plan can help you when you have to consider changes in your production line and the timing of deadlines. A proper production plan makes the discussion with the management much easier. ‘When you start making a production plan, try to incorporate your best workers into this process because they have the most practical experience and good judgement. Try to update the production plan daily to make the most use of it, Check for “bottle necks” in your production line, machines like circular saw and spindle molders are often overloaded with work and the whole production line has to slow down because of one machine. Try to think of alternatives like: second shift for special equipment, different production processes where different equipment is used, more manpower in certain sections. 3.2.4, __Controlling and Review Procedures as Part of Planning Controlling is the work a supervisor performs to assess and regulate work in progress and to assess the results secured. In order to do so, we have to be able to establish some activities to analyze this Progres: * Setting Performance Standards Before we can actually evaluate performance we have to set some standards and criterias to be able to do so. (Example: 2500 Table legs, Model # 23432 in 100 hours production time in the quality of the sample given to the customer) * Measuring Performance fier setting the standards we can now record the results of the worker or production line. (After 50 hours production time, only 500 legs are finished, quality is lower than the sample)‘ ] Handout Nr] Subje | SPu [DEPARTMENT ADMINISTRATION J a Clearly state in front of the workers that you will make no exceptions when it comes to disci action, you have to treat all the workers equal, whether you like one personally or not Action Check with the staff department on implementation guidelines and forms for discipl Keep written proof of misbehavior! Ask the worker for a one on one discussion and Describe the performance problems and review past discussions and reminders Ask for reasons for the situation and listen openly to the employee's response (do not get involved too deeply into personal problems because you will loose your objective position and your judgement will be spoiled!) Indicate what kind of disciplinary action you must take, and explain why Discuss and agree on ways to improve the workers performance and sct a follow - up date Ask the employee to summarize the discussion in order to find out whether he takes the situation seriously and whether he understood the problems Indicate your confidence in the employee's ability to improve and give hints on how to do so! Like mentioned before your role as. a supervisor is to be a mediator between the workforce and the Management! You have to try to stay objective, Leave personal emotions out of a meeting like that! You have to learn to live with the problem that suddenly some of the workers are not your friends anyimore! Exercise 1 | Discuss the following situation: You caught some workers drinking Tanduay in the lunch break and the rules and regulations of your company state clearly: No aleohol on the job! What do you do? What do you think happens ifone of the workers will cut his hand off on the circular saw because he was drunk and you did not report him? 1. If you read these handouts carefully you will realize that you are not only a leader now, but a “pencil pusher” as well. Before all your work was physical but now you have to take written notes all the time; conduct meetings were you have to give written reports and suggestions! All this writing helps you to administer your department, you can not memorize all the information any more which is given to you and which you want to give to others! We mentioned already the Paperwork, which you aave to do to administer your department well. Do you have a desk and a shelve where you can store all the information? if not, go to the management and ask them for a Quiet spot or even a small office space close to your production area where you can put these administration tools! Asa worker you can not work without a saw, s0 as a supervisor you can not work without a desk! 4. SUMMAR’ 4.0. ___sUMMARY To sum up al the responsibilities and abilities a supervisor has in his day to day work we can say that he has to “manage resources”. These resources can be of very different nature: * Machines and equipment + Energy and utilities ‘+ Materials and supplies * Human Resources Information MoneySUPERVISORY SKILLS [Handout Nr] Subject: tel nen Ye ur He | COMMUNICATION You have to be able to demonstrate the work process, this will support your explanations very much. Think about safety aspects before you make a demonstration because you have to consider that the worker will copy your action later on. Theoretical background knowledge is quite an important factor as well because it enables you to answer questions of the worker, especially when you are asked “Why is this like that” 27 You can only be self confident and have some authority if you learn and practice the above mentioned factors. The workers will only accept you as a supervisor if you have authority based on knowledge. Ifyou only scream and shout at them in order to be an authority, they will laugh about you at your back and not follow your explanations. In order to give good instructions you have to plan them, especially when you are new in the job of supervisor. Before you give instructions, take a piece of paper and write down keywords for the processes you want to explain. Exercise Write down the keywords'on how to change a saw blade in a circular saw. Discuss the results in the class, come up with a final solution for this machine setup. Bu When you were a worker you received your orders from a supervisor and now you receive them from somebody from the middle management. What is the difference between the two? * Asa worker you normally received an instruction for one job and when that was finished you got the next one. The communication was pretty easy because you and the supervisor spoke the same “technical language” and he could even help you with some complicated setups or jigs. * Now you have to communicate with somebody from the middle management and you might have problems understanding him. What is wrong? The fact is that you and him are not speaking the same “language” anymore because you are a “technician” and he is a “manager”. You have to learn to follow his instructions even so his technical knowledge might be limited? Apart from that you will not only receive one single instruction, but most probably orders for the whole day. You have to translate these instructions into technical language and distribute the different jobs to your workers, It is very,important to write down the instructions you receive because there might be many of them and you might forget some details. With the help of these written notes you can make a plan for the day and you will be able to give proper instructions to your workers. Exercise Your manager will give you instructions for today’s workload of your department. Make written notes of these instructions. Ask questions about details you might not understand. Put the instructions you received from the manager into orders for your workers. 3.1.3. __Importance of Staff Meetings Hopefully there are regular staff meetings in your company because they are very important in order to improve the communication problems. It is necessary to create an open working, atmosphere on these meetings, telling the truth and not using permanent excuses is very important. Only if facts are stated on these meetings you can start planing and changing problems in the Production. Meetings have to be prepared, the main purpose of a meeting is discussing problems and not having a snack! Make an agenda of the topies you want to discuss and make notes while the meeting goes on! If you want to discuss production problems, do not say: “Our production is not working!” The result will be frustration because the problem you state is too big and as such unsolvable.‘SUPERVISORY SKILLS Handout Nr: | Subject: Feet in rl SP13__ | DAILY SUPERVISOR'S ACTIVITIES 5.0.0, Daily Sequence of Work Activities for a Production Supervisor 5.1.0. Before Start of Shift (15 — 30 minutes) Check production schedule and/or work orders for the day Check equipment to be used Check supply of materials for the day ‘Check tools needed for the day Line up equipment, materials, and tools for the day Line up firm work schedule for the day 5.2. Oe Beginning of the Shift (15 ~ 30 minutes) Check attendance and assign employees to work stations, get support from your “group leaders” necessary (because of absences), balance the work force by changing assignments or by securing additional help from other departments (discuss with management) Assign production and/or work orders Stress critical qualities to watch Specify when the work should be completed 5.3.0. During the Shift (6 — 7 hours) Check workmanship with each eiiployees, approve, correct, instruct or train as needed Check work progress with each employee. Add htelp, allow more time, or assign additional work Check housekeeping, this is a continuos process! Good work cannot be done in an untidy place! Check back when production or quality appears unsatisfactory, especially with new employees Stay on the shop floor supervising and/or available for questions, assistance, and instructions most of the time Be on the floor immediately before and after breaks and for 15 misiutes before quitting time Inspect critical quality areas as work progresses. Correct problems as soon as they are detected Perform final inspection of parts, subassemblies, and so on, before they move to next department (if possible, get group leaders involved) Check/Report/Conduct a study on recurring quality problems Check periodically to sce that materials and supplies are on hand Check periodically to see that tools and equipment are in proper operating condition Report material shortages or recurring defects Report and/or request maintenance, repair, or replacement of defective tools or equipment 4.0. Once a Day * Observe one employee or work station continuously for 15 minutes + Look for time wasted, dull or improper tools, need for work positioning jigs and fixtures, erference, delays and bottlenecks, and expenditure of excessive time 10 get parts and materials, Do find ways to cut costs or make improvements in any of these 5.5.0. End of Shift (15 minutes) . a list of unsolved problems that came up during the day. Coutsider ways to handle them * Think about jobs that have'to be done the following day / shift like ‘checking production and/or work orders, materials and tools * Complete all paperwork. Avoid holding any paperwork for the following day * Make a list of jobs that must be done the next day. Take it home with you and complete it before coming to work. Use this form to make your own daily plan!SUPERVISORY SKILLS Handout Nr: ] Subject: P02 | SUPERVISOR'S RESPONSIBITIY. In your new position as a supervisor you will find a completely different situation to handle: dda Nanagenent ‘You have to receive orders from the management and give es a $ | GiveReports Receive reports to them, And «You have to give orders to the workers and receive reports from them. Now it should be easy to understand that most of your work as a supervisor will be more mental and not so much physical. ‘You need a better theoretical understanding of woodworking, that’s what we provide you with in the other lectures like Technical Drawing, Mathematics. (Raeniso] Receive Reports Worker Worker { Exercise 2: 4 Split into proups of 34 people, go tothe workshop and pick a machine like the cirewat saw, each one of the group should explain a certain function of the machine or a setup fora certain job to the others in about § minutes, discuss the results in 10 minutes, If we have a closer look at the organizational structure we can see that you ave even more \ responsibilities in your new work life 2.1.0. Responsibility to the Middle and Top Management ‘Fhe management is expecting from you to do a fot of things in your department or section. Tey punt to beable to rely on you when it comes to the planning of the work in your section and the i coordination of work with other sections (Example: You are the supervisor in the assembly, so you have to report problems to the management regarding the supply of parts from the machining payfon), You have to be able to train and select employees for specific jobs. It is very important that you are able to communicate with the workers $0 that they do understand their work assignments. yor vaintan work discipline and morale in your section you need to have a natural authority which has to be based on knowledge and skills. To make your section an efficient one you have to make provdction decisions (Which job has priority? When do we start with the next order? Which worker Pll be assigned at which machine? Will the spindle molder work more efficient if you assign two workers?), At the same time the management expects from you that you will maintain a proper cost control (Material waste, proper production flow, unproductive workers) Tn order to improve the productivity of your section the management expects writen comments and suggestions about the situation. Responsibility to the Workers of your Departmen: FAN raieTh your section are the ones who wil do the actual jobs like machining, assembly and seen to achieve a high quality and In Time production you have to rely on your workers. A good ‘working morale is a very important factor, get to know the special skills of your workers in order to Assign them to the right jobs and explain all the matters connected to this assignments (special jigs, deadline, tools to use). If necessary you have to instruct and train workers for special jobs. Try to create a trusting working climate were the workers will be able to talk openly about problems inmctings, Treat all workers equally, do not favor your old buddies from the production line teens this will make others jealous. Handle workers problems correctly, have a good relationship With the personnel / staff department because they can help you in all sorts of explanations and problems ike workers payment and benefits. Sometimes you might have to take over the role ofa Counselor but be careful that you do not get involved personally into the problems, it is very important that you stay objective is all department matters. Your workers will be efficient if you provide them with a predictible and stable work ToadRunning Second Shift in Garment Industry It was late evening of March’2001, when Rajat Biyani, Chief Executive Officer of Knits Division of Kalpana Mills Ltd., (KML), a well known integrated textile manufacturing unit in Western India, had called a meeting with Mr. Amitosh Mishra, Head of Garmenting Division and Mr. Salil Banerjee, Chief Manger, HR & IR. The garmenting division of KML had given a project to two postgraduate students of National Institute of Fashion Technology, # premier fashion institute in India, to assess the feasibility of running second shift in garment sewing section. The report submitted by the students was the agenda of the meetin Concept of running of multiple shifis was not new to Mr. Biyani as it was prevalent in the group's textile producing units. Although the concept of multiple shifis and the systems they work on were well established and defined in the industries, the application of this concept had not been adequately explored in the garment industry. Company Background Established in 1931 as a public limited company, the KML was a large integrated (composite) textile mill’, The company had its headquarters in Western India, enjoyed profitable operations and paid dividends from 1931 to 1986. During the formative years of the company Mahatma Gandhi’s call for the boycott of foreign goods as a part of the non-co-operation movement helped the company to compete with the super-fine fabrics imported from England, After Independence the “import substitution” policy of Government of India allowed the company to strengthen its position. By 1986 the super fine fabrics the company produced had become household names. KML marketed its products mainly in the domestic market. Until 1986 value of its exports was @ negligible proportion of the company’s annual sales. In 1986, anticipating the change in the economic environment in the coming years and emergence of keen competition, the company decided to make a major strategic shift. It decided to divest its traditional product portfolio and to replace it by a product portfolio of fabrics that the discerning customers around the globe preferred, Clearly, "A textile mill that produces its own yar, weaves its own fabrics and chemically processes the fabrics it produces in its own wet processing facilities is called an integrated (composite) mill. AK Khare, Assistant Professor, Garment manufacturing Technology Department., NIFT has prepared this case as « basis for class discussion. It is not designed to illustrate either correct or incorrect handling of business problems. ©2001: National Institute of Gandhinagar- 382044, Gujarat hhion Technology, (NIFT), E/4, GIDC Electronic Estate,i Om) manufacturing of such a product portfolio was not easy, The technology required for manufacturing such products was difficult to master, and also was extremely capital intensive. Consequently the entry barriers for competing in these product groups were High, The change in the product portfolio, obviously, had to be accompanied by & change in the marketing strategy. The company did make a major change in its marketing strategy. It began to market its fabrics in the international markets and started reducing its dependence on the domestic market, From 1987 the company started to carry out its strategic shift and by the year 2001, the company had virtually replaced all its traditional products by the newer products, Except for a few product groups, that had either a high market share in niche markets or a very Strong presence in the domestic markets, the newer product groups desivned for the discerning international customers replaced all the company’s products. From 1987, the company’s revenue from the sale of its products and the value of its exports continued to rise. In the financial year 2000-01 the revenue from the sale of company’s products was about twelve billion rupees? (rupees twelve hundred crores.) Further, the value of the company's exports in that year was about 33% of ils total wfenue ftom sales ofits products. Recognising the high levels of exports the company achieved, the Government of India gave the company the status of “Golden Star Trading House” in accordance with the Government’s EXIM policy for the years 1997-2002. Thus by 2001, the eompany had acquired the characteristics of a glabal company. Ii marketed its products globally, made Direet Foreign Investments to compete ulobally, acquired raw materials and capital globally and searched for talents all over the world, Garment Division of KML. * Fometimes during the end ofthe 1990-decade, the company established a garment unit for manufacturing garments for casual and sports wear. Though the company had started Taefeturing garments, its garment business was located in a wholly owned subsidiary ne company decided to locate the category of sports and leisure wear (T-shirt & Polo) mo the ‘parent company. In this product group the division mainly. produced “beste garments.” ‘This type of garménts had long production runs and apart from changes in fabric and colour the designs practically remained the same. In the financial year 2000-01 the garment division showed remarkable progress, In this Year the revenue from the sale of the division’s products was about seven times the revenue it earned form the sale ofits products during the previous year. In addition, the value of exports was about 94% of the total sales revenue the company eared in thet year. Reputed brands like Nike, Gap, and Capital Mercury bought garments from KML, the ners wanted but also produced the fabries the customers wanted to use in making the garment. This ability gave-a wemendous competitive advantage to KML. KML* top ce eee eens * Source: Company Recordsmanagement decided to fully exploit this competitive advantage. In the year 2001 Multi Fibre Arrangement; an agreement that governed the international trade in textiles and clothing (garments) severally constrained the KML" ability to expand its presence in the international markets. However, this arrangement was to end in the year 2004 and the trade in textile and clothing was to be free governed by the rules of the World Trade Organisation (WTO). Mr Mishra was responsible for carrying out the strategy that the top management of KML had articulated. In carrying out the strategy Mr Mishra anticipated many problems. Training the grass root workers, and supervisors, selecting the right managerial staff, developing proper systems for planning and control, and making the wnit more cos efficient were some of the problems Mr Mishra had to resolve. In Mr Mishra’s judgement making the unit more cost-efficient had the highest priority in carrying out the management's strategy. According to Mr Mishra the important international buyers were expecting, from the suppliers, better service at a lower cost. The buyers wanted “quick response”, ‘Just in time deliveries” fects.” hey expected all these services from the suppliers they also exerted pressure on the suppliers for lowerin prices. They could do so because the buyers controlled the markets and had awesome “buyer's power.” Mr Mishra therefore decided to egncentrate on the problem of making the unit a low cost producer of course without sacrificing the ability to provide: the services the buyers increasingly demanded. Adding the capacity without investing in machines & equipments by running additional shift and reducing the lead-time the orders they supplied was the main issue he had in his mind. KML's garment division had installed three hundred sewing machines with @ targeted capacity of 8000 garments from knit fabrics per shift cutting room was well equipped to meet the installed capacity. The sewing section had nine sewing lines numbered from one to nine producing on an average five thousand garments. Finishing section was also able to process five to six thousand garments per shifi, which could be easily expanded without major investments. The timings of the unit were 8 am to 4.30 pm with half an hour lunch break. A process chart of garment manufacturing is shown in exhibit 1 Simultaneously, Mr, Mishra had worked out two more altemate plans for the top management, As per the first plan setting up few vendors inthe city could increase the Capacity. However, this could take any time from six months to one year. These vendors Would work exclusively for KML. The cutting of garments would be centralised at KML plant and the vendors could do stitching & finishing of garments. The plan did not have any major financial implication except developing a core team for coordination & quality assurance. > Stated in broad terms, under the Multi Fiber Arrangement, the developed countries imposed quotas on the imports from the developing nations. This form of non-tariff barrier severely distorted the textile and clothing trade of many developing countries.€ c oT 9 a as mn The second plan he had in his mind was 1o add more sewing lines, which would require investment at the tune of approx. rupees one crore and an additional five to six thousand square feet area. The space wasn't a problem for KML but he knew asking for investments at this juncture from the top management was not easy as the division was facing severe cash crunch. The Study As @ part of the study NIFT students, after studying the working of multiple shi KML's textile processing units, had experimented running of second shift for one week For this line number one and line number five were merged into one so that first line could run for two shifts. Hence the fifth line was closed for the entire week. Selection of operators was made keeping in mind the vicinity of their residence, skill required and only mele operators for the second shift ‘The morning and the eyening shifts were marked as A & B respectively. The timings for the experiment were kept afier consultation with HR dept, as 7 am to 3.30 afternoon for shift A & 3.30 pm to 12 midnight for shift B. This was done because the night shift in the textile processing unit (TPU) ended at 12 midnight, thus the permission from the Factory Inspector was not required. Further, private jeeps were-availableat 12 am for TPU operators so garment operators would not have much difficulty in finding conveyance back to their home. After discussions with Mr. Mishra & Production Co-ordinator and keeping in mind the factory's preferences and priorities, it was decided that continuous process (The WIP of the first shift is carried forward in the second shift) could be implemented. The decision had the following advantages: ~ Since the same order was being produced in both the shifis therefore the lead time of the sewing process is reduced to half. + It will not require any machine setting. + + As against the freezing system (In this system two shifts are considered as two separate entities and the WIP for both the shifis are different) this process will lead to reduction in the material handling and without any increase in carrying costs of WIP. The style chosen was Polo shirts for following reasons: 1) A large order was required so that the lis continuous feeding for the entire week. 2) In this order the option of change of colour in the same style was available so that effect of change in colour on the shift could be studied. 3) It was the basic style running in the garment unit. running on two shifts would haveFor the change over, two formats (Exhibit 24 & 2B) were developed: + Shift hand over logbook + Trims status logbook Shift Hand Over Logbook This logbook contained the details of the WIP lying in line during the shift handover at the end of each shift. Entries of the pieces produced were done according to the bundle ticket. Hence, the number of the bundle tickets of the pieces lying in the line was recorded in the logbook at the beginning and end of each shift. While shift hand over, the line incharge of the next shift took the status of the line and cross-checked the entries made in the logbook. The next moming when the morning shift line incharge came, he also followed the same procedure and any discrepancy was reported to the shift incharge. ns Status Logbook. This logbook contained information regarding the trims issued by a particular shift, the number of trims, used and balances. This logbook was again passed on from one’ shift fine incharge to the other shift line incharge, The line incharge of the second shift was asked to come half-an-hour early so that the first shift line incharge could explain him the status of the line, ‘Two bins at the end of the line were placed for keeping the alteration pieces belonging each shift. They were marked A & B. At the end of the shifi, the alteration pieces of that were bundled and kept in the bins provided to the two shifts with a slip on them showing the number of pieces, style number and the shifi that they belonged to. Maintenance As prevalent, there were two shifis in the maintenance department 8 am to 4 pm and 4 pm to 12 am, For the one line running double shift, a maintenance boy came an hour before the morning shift started. The alteration coming at each check point was to be cleared on an hourly basis and this was 10 be counterchecked by the line incharge. This ensured that at the end of the day the number of alteration pieces at each checkpoint were negligible. Final alteration of each shift, which would be stored for the next day, would come after the final checkpointnn, \ _AA IO EO OR _ ee Be Fe oe Findings of the experimentation 1) Production Issues a) To show increased productivity, the line incharge eleared all the picces lying at end of the line thus not maintaining the desired WIP level in the line. This resulted in the start up losses for the next shift b) The hand over of the shift did not take place smoothly. This was due to the reason that KML had an incentive system and hence to show higher productivity, the first shift incharge entered the bundle ticket number the production output logbook whereas the pieces of that job card were lying in the line incomplete. ©) At the end of the line before trimming operation, a bottleneck was created. The entry of these pieces in the production output logbook was a subject of controversy between the two line supervisors. The first shift supervisor claimed that since the pieces were made in‘ his shifi, the entry in the pioduction output logbook should be made in his shift's name. The second shift supervisor refused to trim and check the pieces if that were done. 4) The pieces that needed to be altered in the lot that came out of the line of A shift (bottleneck area mentioned in the above point) but not trimmed by the B shifi; always create hassle at the end of the shift. It was so because the B shift operators refused to do the alterations, since they did not make them and the A shift operators refused to acknowledge the pieces as made by them next day. Thus they were left unaccounted for ©) The bundles that were rejected by the morning shift due to errors in cutting and were sent back to the cutting room were fed in the evening shifi by the cutting section. They did so knowing that production manager would not be present in the night. 1) The climatic conditions of city lowered the efliciency of the operators coming in the afternoon,2) Labour Issue: a) The absenteeism rate in the second shift was high. The morning timings of coming to the factory and the night timing of leaving the factory were convenient for the workers. However, the afternoon timings during which the operators had to come and go were inconvenient to them because the climatic conditions of city were such that it became extremely hot during the afternoon. This problem was all the more prominent because some of the operators had to walk one and a half kms. to reach the factory or their homes. Tt was observed that a lot of time was wasted when the second shift operators took their scats since the operators of both the shifis spent time in talking to each other during the shift hand over The incharge of the second shift was not available to monitor the production during initial half-hour of the shift because he was busy noting the status of the line The operators ‘of the second shift were ofien late for work due to the unavailability of transportation at odd hours, since the only mode of transportation to the company happens to be the private ‘jeeps from the main road. This hampered the smooth working of the line in the initial half ~an hour resulting in the loss of production. Most of the workers were not interested in second shift as it did not allow overtime, which was a major part of their earnings as they were paid double for those extra hours. The discussion Rajat: Gentlemen, NIFT students have done a wonderful job giving us enough foods for thought for second shift. 1 would like to know your comments. Amitosh: Boss, | think we could manage the second shift. Probably we could run the second shift keeping the timings from 8.30 pm to 5 am which will allow us to do overtime also. Rajat: The whole idea of starting the new shift was to abolish overtime as the buyers are pressutising hard not to encourage overtime. The issue is not the overtime but managing labour and these production hassles. Salil: Sir, I strongly oppose this second shit idea. I would suggest we should start few more lines recruiting new workers preferably females. In our experience female workers are more sincere. If we go in for second shift, the idea of recruiting female workers is completely ruled out. Amitosh: Sir, the experiment was done only for one week, which | suppose is not enough. We have been running one shift and the systems are set for this.similarly, the systems need be put in place for seeond shift also, As far as one Teve could shift day operators to the night shift and y shift ‘operators are cor recruit female workers for the di Rajat: You might be right. Issues for the classroom discussion 1) What would you do if you are Rajat? 2) Do you agree with Amitosh about shift timings? 3) Do you agree with Salil?From Cuttin v FEEDING TABLE LABEL ATTACH ON MOON PATCH OON PATCH ATTACH ON BACK PANEL PLACKET FOLD AND STITCH PLACKET ATTACH OPERATION PLACKET ATTACH OPERATION BOX FINISHING OPERATION SHOULDER ATTACH OPERATION SHOULDER TOP STITCH OPERATION FIRST CHECK POINT! COLLAR ATTACH OPERATION COLLAR ATTACH OPERATION COLLAR FINISHING AND LABELSl = e if ss ¢ é EXIHIBIT 1 Contd... { c from collar finishing and label € 2 ¢ cl PLACKET FINISHING OPERATION [ SLEEVE ATTACH OPERATION SLEEVE TOP STITCH i ( SECOND CHECK POINT| SIDE ATTACH OPERATION SLEEVE FINISHING OPERATION SLIT TAPE ATTACH AND FINISHING SLIT TAPE ATTACH AND FINISHING SLIT TAPE ATTACH AND FINISHING TRIMMING TABLE t| FINAL CHECK POINT, v To despatchlies | EXHIBIT 2A SHIFT HAND OVER LOGROOK FORMAT LINE NUMBER: «0.0.0.0, ORDER NO: DATE: . cee COLOUR SMES vc. ecze [_ ShirT FEEDING | OUTPUT | BUNDLE WIPIN NUMBER TICKET LINE | Nuaper REMARKS;Lanna SO _On_\ Or re ee po man | EXIHIBIT 2B Laces tee RIMS STATUS LOGBOOK FORMAT LINE NUMBER: . DATE: . STYLE:. ORDER NO: COLOUR: .. ACCESSORIES ] SHIFT, NUMBER ISSUED | RECKIVED [BALANCE R [WASH CAI MAIN LABEL TWILL TAPE SHOULDER | TAPE |POTAG [THREAD REMARKS:Note, Running Second Shift in Garment Industry By A.K.Khare Teaching Objectives The case contributes to learning in the following areas of Operations & Production Management spacity = Production Plannir - WIP Mana; + Labour Management pansion & Utilization & Control Capacity Expansion & Utilization There are following three options available for capaci 1) Running second shift 2) Adding new vendors 3) Adding new machin to the existing plant As per the information available in the case the installed capacity of the factory is 8000 units per shift whereas the plant is producing 5000 units per day on an average. This shows that the capacity utilization is much lower. First of all unit should be made to utilize its resources better in order to increase the capacity utilization, As far as the above options are concerned, adding new machines (Option no. 3) could be the last option to exercise, as it requires capital investment. In addition to capital investment it would also require additional floor area to accommodate new machines and equipments, Adding new vendor (Option no. 2) and Running second shift (Option no.1) could be tried simultaneously, However, both the options will have their own advantages and disadvantages. Working through vendors would avoid hiring new operatives and other supporting staff. This would require a committed and dedicated team of KML, which could help vendors to set up their manufacturing and quality assurance system. KML could think of producing basic styles in-house and complicated styles through vendors or vice versa depending upon the capabilities of the vendors. However, working with vendor would require very eflicient production and quality control systems and it would also reduce the profit margins of KML.For many buyers in-house manufacturing is the first criteria to be order qualifier: Considering this adding capacity by running additional shift could be an excellent idea, as it would not require any new system to be followed. KML would have to hire a new set of manpower and the rest could be the replication of the day’s activities Production Planning & Control Due to incentive system followed in the organization workers tend to manipulate the data, As the case describes the problems is due to alter pieces. Ifthe shift timings are changed Keeping some time gap between two shifts which allow working on alteration pieces, this problem could be overcome. WIP Management For the second shift KML tried with continuous process (The WIP of the first shift is carried forward in the second shift) for the experimentation purposes. Most of the problems encountered during the experiment like accountability of alterations are due to this. For manufacturing of garments which involve hands of multiple people freezing process may be better option. For freezing process KML will have to arrange space and bins etc. where wip of individual shifts could be stored separately. Labour Management KML could work on some alternative arrangements for labour commuting eg arrangements with local public transport authorities. Most of the problems related to labour issues are there because of the operatives who were used to come to work in day shift were taken for trial of second shift. Ultimately, KML would have to recruit new operatives if the management decides to go in for second shift. The new operatives could be recruited mentioning clearly as they are being taken for the night shift Or rr =|‘Table: Estimated Investments for Two Options Rs. In Lakhs Tem: Option 1 ‘Option 2 Running Second Shift of Trstaling 200 Additional Sewing Sewing Lines. 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