training and development of supervisor

TRAINING AND DEVELOPMENT OF

SUPERVISORPRESEENTED BY-

AAKASH SINGHALAKA SATHYAN

ANSHU SINGHZANDRA

TOPICSSUPERVISOR’S- ROLES AND RESPONSIBILITIES, HARD SKILLS, LINE

BALANCING, PERFORMANCE BOOSTING

SUPERVISORWHO IS SUPERVISOR, RESPONSIBILITIES OF SUPERVISOR, ROLE OF

SUPERVISOR

WHO IS SUPERVISOR ?

• A supervisor is “ a person who instructs, directs, and controls the workers in the performance of their duties”.• Supervisor is a KEY person in any organisation.• Supervisor is a interlink between management and

workers.• Supervisors may also include Owners, Managers,

Superintendents, Engineers, Foremen, Department Heads.

RESPONSIBILITIES OF SUPERVISOR

• Achieve corporate goals – Produce a quality product or services, meet delivery schedules and minimize waste.

• Production – Effective and efficient management of personnel, time, equipment, material for production.

• Give job instructions.• Assign work to personnel and supervise them.• Maintain equipment and workplace.• Documentation.

ROLE OF SUPERVISOR

TRAINING TO WORKMEN• A good supervisor always

train their people for safe operation on machine.

• After training - Supervisor should observe the workmen and check workmen for his safe and good work.

COMMUNICATION• A good supervisor always

give TOOL BOX TALK prior to any work.

• Supervisor also listen to workers about their problems and solve accordingly.

ROLE OF SUPERVISOR

ENCOURAGE POSITIVE BEHAVIOUR• Motivate the workmen • Always focus on behaviour

of workmen • Praise the employee• Always work in team

JOB ANALYSIS• Supervisor should always

do Job Safety Analysis with the help of manager, safety professionals and display JSA on each machine.

• Display Dos and Don’ts on each machine or procedure after analysing.

ROLE OF SUPERVISOR

INSPECTION• Condition of machine• Work place condition • Unsafe Act / Unsafe Condition• Hazard at work place• Violation of Safety Rule• Violation of Legal Requirement

RECORD KEEPING• Always keep record of

• Training documents• Tool Box Talk • Work-Permit• Inspection / Audit Report

HARD SKILLS OF SUPERVISOR QUALITY CHECKING, HOURLY CHECKING, PERFORMANCE BOOSTING,

LINE BALANCING

QUALITY CHECKING

• When end customers or consumers purchase a garment they look for quality first. So, to have a satisfied customer, retailers must keep only quality product.

• Generally export house put quality check points at the end of each process to ensure that only quality pieces move to the next process.

QUALITY CHECKING - FABRIC STORE

• In the fabric store fabric is being checked before issuing it to cutting department.• Usually 10% of fabrics are checked for good fabric suppliers. • For power loom fabric and printed fabric 100% checking is done.• Fabrics are checked in flat table, flat table with light box or on

fabric checking machine.• 4 point system for fabric inspection is used to measure the

quality level of the incoming fabric.

QUALITY CHECKING – TRIMS AND ACCESORY• Trims inspection is done randomly against the given standards on the

following parameters-• Color matching.• Shade matching.• Shrinkage.• Color bleeding.• Width and thickness.• Strength.• Number and size.• Fiber content.• Text content- font, language in labels and tags.

• Parameters vary from one trim to another.• Trims and accessories quantity checking is essential.

QUALITY CHECKING – SPREADING ROOM

• Fabric spreading according to correct alignment with marker length and width• Maintain requirements of spreading• Matching of check and stripe• Lay contains correct number of fabric ply• Correct Ply direction• To control the fabric splicing• Tension control

QUALITY CHECKING – CUTTING ROOM

• If cutting is done well then chances of occurring defects in the following processes comes down.

• In cutting room, check points are – • Marker checking,• Cut part audit and• Bundle checking.

QUALITY CHECKING – FUSING

• The factors affecting the quality of fusing are discussed below:

• Fusing temperature• Fusing pressure• Fusing time• Pilling strength• Washing or Dry cleaning

FUSING (cont…)

FUSING TEMPERATURE• The fusing machine showing fusing temperature

needs to be checked time to time.• To check the fusing temperature, Pyrometer or

Thermo paper may be used. • If the temperature, showing by both Pyrometer and

fusing machine, is same then the machine showing temperature is assumed to be correct. But if differs, and then is necessary to confirm which one is giving accurate result.

FUSING (cont…)

FUSING PRESSURE • To check the fusing pressure paper strip and pressure pill may be

used.• pressure pill is placed inside the fusing bed during fusing. • Due to fusing pressure the dimension of the pressure pill is

changed.• Increased dimension of pressure pill is assessed with the

reference chart and fusing pressure is determined. • If the reading of chart and reading of machine differ, then the

machine showing pressure is defective and needs to be controlled.

FUSING (cont…)

FUSING TIME • Fusing time showing in

the machine is to be checked time to time with the aid of a stop watch.

PILLING STRENGTH• The bonding strength of

fused components is to be checked by a tensile strength tester and compared with the recommended pilling strength.

FUSING (cont…)

WASHING OR DRY CLEANING

• Due to washing and dry cleaning, appearance of the fused components should be unaffected.

• If it is not maintained after washing or dry cleaning, then the performance of the interlining will be unsatisfactory.

QUALITY CHECKING – PRINTING CHECKING• If printing is done in fabric form then printing is being

checked in fabric store.

• Check points-• print placement• color matching.• Misprint.• print overlapping.• shade variation

QUALITY CHECKING – EMBROIDERY CHECKING

• 100% inspection is done.

• Checking points-• Thread quality• Design size• Needle heads• Oil stain• Fault stitch

QUALITY CHECKING – SEWING DEPARTMENT

• Checkpoints in the sewing departments are as following-

• Inline inspection• Roaming inspection• Traffic light inspection system• End of line inspection or table checking• Audit of the checked pieces

SEWING DEPARTMENT (cont…)

INLINE INSPECTION• In assembly line generally

check pints are kept for the critical operations.• 100% checking is done for

partially stitched garments and defect free pieces are forwarded to the next process.• This type of checking is

used for high value garment.

ROAMING INSPECTION• Checkers roam around the

line and randomly check pieces at each operation.


TRAFFIC LIGHT INSPECTION SYSTEM

• In this system each operator is given a card for measuring their quality performance.

• Quality checker goes to the operator and do random check for few pieces and according to the inspection result, checker marked red or green on the card following rating criteria.

END OF LINE INSPECTION OR TABLE CHECKING• A checker checks

completely stitched garment at the end of the line.• 100% checking is done

here.


AUDIT OF THE CHECKED PIECES

• It is very essential checkpoint to assure that only 100% inspected garment are sent to finishing from sewing department. And all defective pieces are repaired before sending to finishing.

QUALITY CHECKING – FINISHING DEPARTMENT

• Check points in finishing department consists-

• Initial finishing inspection• Final finishing Inspection• Internal final audit

FINISHING DEPARTMENT (cont…)

INITIAL FINISHING INSPECTION

• Checking done prior to pressing of the garment at finishing room is known as initial finishing.

FINAL FINISHING INSPECTION

• After pressing garments are again checked and passed for tagging and packing.

FINISHING DEPARTMENT (cont…)

INTERNAL FINAL AUDIT• After garments are packed up to certain quantity,

quality control team, do audit of packed garments.

• This process is carried out to ensure that before handing over shipment to buyer QC

HOURLY CHECKING

• Employ work study personnel and start checking operator capacity hourly or bi-hourly. • Compare actual operator’s hourly production with their

capacity. • It helps in two ways – • when operator’s capacity is checked at regular interval

they will be under pressure. • work study personnel start thinking on methods how

cycle time can be reduced. Using the capacity data, you can move ahead in balancing the line.

• Hourly production report

LINE BALANCING

LINE BALANCING

• The Line Balancing is “to design a smooth production flow by allotting processes to workers so as to allow each worker to complete the allotted workload within an even time”.

• It is a system where you meet the production expectations and you can find the same amount of work in process in every operation at any point in the day.

LINE BALANCING AND WIP CONTROL

• Leveling of work load throughout the line is very important to improve capacity (resource) utilization. No line should have excess work in process as inventory.

IMPROVE LINE BALANCING: • At time of line setting supervisor select operators for the

operation matching ,operator skill history and skill required. • Following this method highly skilled operators are selected

for higher work content operations.

LINE BALANCING AND WIP CONTROL

• Once line is set supervisor conduct capacity study at a regular interval.

• Uses pitch diagram method to find bottlenecks inside the line.

• Once operator utilization is increased through line balancing we get extra pieces from the same resources in defined time.

STEPS TO ELIMINATE BOTTLENECKS FROM THE LINE• Club operations where possible: Where there is higher

capacity than the target output, give that operator another operation with less work content. Considering machine type and sewing thread colors.• Shuffle operators ,Operations that have low work content

use low performer there. And where work content is higher use high performers.• Reduce cycle time using work aids and attachments: To

assist the operator in handling parts during sewing, positioning cutting and disposing finished task, work aids, guides or attachment can be used, provide operator with aids. It reduces operation cycle time.

STEPS TO ELIMINATE BOTTLENECKS FROM THE LINE

• Improve workstation layout and improve methods.

• Though improving method of bottleneck operations supervisor can do line balancing by adding more operators at bottleneck operations.

• Do extra work at bottleneck operation

PERFORMANCE BOOSTING


1. Conducting motion study and correcting faulty motions: There is a saying “Even best can be improved”. So go to Gemba (sewing floor) and look for operator’s working method and movements. Prepare a check list for good methods and movements.

2. Hourly operator capacity check: Employ work study personnel (if you don’t have) and start checking operator capacity hourly or bi-hourly. Compare actual operator’s hourly production with their capacity.

3. Conduct R&D for the garment: A non-value added (NVA) process but having a strong Research and Development (R&D) team in the factory brings lot of benefits. R&D can be taken as preparation stage for the bulk production.


4. Use best possible line layout: Line layout means placing of machines and center table (trolley with wheel) as per style requirement.

5. Scientific work station layout: The workstation layout defines from where an operator will pick up work (garment components) and where she will dispose stitched garment.

6. Reduce line setting time: The time lost in the initial days (learning curve) brings down the average labor productivity for whole style. Reason - lot of time is lost during setting of the line for a new style. This reduces overall machine productivity and line efficiency.


7. Improve line balancing: Purpose of balancing a line is to reduce Operator’s idle time or maximize operator utilization.

8. Use work aids, attachments, guides, correct pressure foots and folders: These are some kinds of time saving devises that facilitate operator to perform their work effectively with less effort.

9. Continuous feeding to the sewing line: It is not a fault of production department if they did not get cuttings to sew.


10.Feed fault free and precise cutting to line: Stop cutting and trimming of extra fabric from cut components by operators.

11.Training for Line supervisors: Line supervisors are shop floor managers. So each supervisor must be trained with fundamental management skills and communication skill.

12.Training to sewing operators: Operators are main resources in the apparel manufacturing. They are most valuable resource to the company. So, factory must work on developing operator skill where required. “Training is not cost but an investment” said by many experts. Production from an operator depends on his skill level to the task.


13.Setting individual operator target: Instead of giving equal target to all operators working in a line, give individual target as per operator's skill level and capacity.

14.Eliminate loss time and off-standard time: Utilize operator’s time as much as you can. There is no better alternative than just stopping operators sitting idle to improve operator productivity.

15.Real time shop floor data tracking system: For the continuous improvement and prompt action on failure you need information from the shop floor as fast as possible. Important information needed such as hourly production, line balancing, WIP, tracking bundles and quality performance of the line.


16.Using auto trimmer sewing machine (UBT): Each time an operator trims thread using a trimmer or scissors consume time minimum 50 TMU or 2 Seconds (approx).

17.Installing better equipment: A low performing machine is not acceptable where some of your good machines are idle in the same building.

18.Inline quality inspection at regular interval: Traffic light system is the most effective inspection tool to reduce defect generation at source. Less number of defective seam is made less the time will be lost in repairing it.


19.Operator motivation: Operator’s will is the most crucial part in productivity improvement. If they are motivated, they will put enough efforts on the work.

20.Plan for operator’s Incentive scheme: An incentive scheme designed with multiple parameters may bring discipline on the shop floor. As operators give extra effort to the work, efficiency as well as productivity of the operator increases.

THANK YOU

training and development of supervisor

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