NATIONAL INSTITUTE OF FASHION TECHNOLOGY

Training and Development of Supervisors

Assignment on
Sewing Supervisor Training Manual
BATCH: 2013-2017
PROGRAMME: Bachelor of Fashion Technology
Date- 03/05/2016
Submitted to
Mr. Ishwar Kumar
Asst. Prof.
NIFT Jodhpur

Submitted by
Abhishek Kumar
Avneet Kaur
Megha Monga
Saumaya Shrivastava
Swarnima Biswari
Utkarsh Raj Singh
DFT-VI

INTRODUCTION

The term "supervisor" means any individual having authority, in the interest of the
employer, to hire, promote, discharge, responsibly to direct them.

Supervisor is a person in the first-line management who monitors and regulates

operators in their performance of assigned or delegated tasks.

The supervisor guides the group toward its goals, see that all operators of the team
are productive, and resolve problems as they arise.

SUPERVISORS JOB

BREAKDOWN

QUALITY

CLERICAL

SAMPLE OF A LIST OF
SUPERVISORY DUTIES

1. PRODUCTION
PLANNING
1.

Planning the allocation of the operatives within the section, in order to balance
throughput.

2.

Ensuring that cut work, garment from another section, thread and trimmings are
ordered, with adequate notice and checks on delivery.

3.

Preparing a chart showing the potential output of each of the operatives for
various jobs.

QUALITY
4.

Checking that work is produced within quality tolerances.

5.

Inspecting some of the work passed by the examiners, correcting them as

necessary and informing the quality manager of major problems and reporting the
defects and poor quality.

2. OPERATIVES
RECRUITMENT AND DISCHARGE
1.

Asking for labour when the need is known, so that replacement can be planned

2.

Enquiring as to the reasons for resignations and reporting the facts.

INDUCTION
3. Giving information to trainees on the garment made and how they are manufactured
4. Introducing new employees to the section, factory facilities and rules.
TRAINING
5. Giving instruction, as required, and reporting on the progress made.
6. Controlling the trainees on the line.
7. Liaising with the training center on trainees destined for the line.

UTILIZATION
1. Moving operatives about, in order to maintain the section at its highest efficiency.
2. Discussing with management, on a daily basis, the movement of people to and from
the section in order to cope with absenteeism.
DISCIPLINE
3. Working within the factory disciplinary procedures, absenteeism and over-extended
breaks.
4. Making sure that the members of the section are familiar with the company rules and
seeing that these are obeyed.

SAFETY
1. Allowing only safe working practices
2. Checking that all machinery in the section is in safe working order or has been
checked by a competent person.
3. Sending injured people to the first aid assistant.

LABOUR RELATIONS
4. Dealing with the personal problems of the section, as far as possible, and passing
on to management only those where help is required.
5. Reporting all possible causes of industrial unrest.
6. Passing on to the responsible person any official union complaints.

TRAINING NEEDS
AND SKILL SETS

THE AREAS WHERE WE EXPECT RESULTS ARE:

Production, Absenteeism, Methods, Planning, Quality, Standards, Supply and
Costs.

Technical skills

TECHNICAL SKILLS

Technical Specification: . 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.

Fabric Constraints: color 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. It is the foundation for getting costs, planning, quality,
production rate and the organization on a sound footing, 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: . 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: 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

Training: 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

Hiring: looking for qualifications, suitability, personal relationship and standard

testing.

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

driving force.

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.

MANAGEMENT SKILLS
Training should be given from both Administration and Industrial Engineering on
systems and methods of determining results.
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
The rate of production
Improve operator performance

PLANNING AND ORGANIZATION CO-COORDINATING AND CONTROLLING

1. Work study analysis

1. Monitoring and evaluating the plan

2. Supply of materials

2. Appraising individuals efforts

3. Machine effectiveness
4. Tasks done
5. Follow up on targets
6. Follow up on problems

3. Group performance
4. Correction of problems
5. Logical order of operations
6. Quality Control Responsibilities
7. To ensure correct standards are used

7. Follow up on promise

8. Training of section

8. Realistic target setting

9. Cost of poor quality

9. Absence and pre-planning

10. Material waste

11. Time loss
12. Production loss
13. 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.

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

Factors affecting performance

Performance is the index representing relative effort and/or achievement.
Performance calculation
Performance = Hours produced / Hours worked

Material Utilisation
1. Thread consumption
2. Quality standards
3. SOPs for raw materials correct

Maintenance and Utility Supplies

1.Machine spare parts
2.Proper use of machine
3.Proper setting of machine
4.Electricity

Labour Utilisation

Work Standards Application

1.Performance ratios

1.Applying correct methods

2.Efficiency

2.SOPs are followed religiously

3.Individual performance

3.Efficiencies

4.Group performance
5.Department performance

TRAINING MODULES
FOR SUPERVISORS

GAME 1: KNOW THEM

CONCLUSION
OBJECTIVE
SCENARIO
RESULT
1 2
2
1
If the results of scenario 1
and scenario 2 are seen, we
observe that the task of
writing takes up more time
when compared to folding
the page. So when two
people are engaged in doing
the task of writing, the
folding operator is also
engaged in his task for more
amount of time as compared
to the previous case and
also the output in this case
increases. Therefore this
activity demonstrates the
importance of line balancing
as to how it increases
production and ensures
optimum labour utilization.

To make the participants

understand the
importance of line
balancing in improving
production.
The person doing the
folding job stands idle for
some
of thedoing
time as
The person
thethe
other
writes.
foldingperson
has more
work
now when compared to
the previous scenario and
he is occupied with work
for a greater percentage
of time. Also, the
production (number of
folded pieces) is more in
this case.

GAME 2: BALANCED
OBJECTIVE
SCENARIO
RESULT
CONCLUSION
1 2
2
1

Results of scenario 1 and

scenario 2 show that the
task is completed faster
when we are aware of the
colour of the pens.
Similarly, it is extremely
important for the
supervisors to know their
operators skills and
abilities so that when line
setting is done for a new
style, each operator is
assigned a task which
he/she is capable of
performing successfully.

To make the supervisors

understand the
importance of knowing
their operators skills
and abilities
While
playing(Operator
the game,
skill
matrix).
it is found that since all
the pens appear to be
same, it becomes
difficult to choose the
right pen, and the player
wastes
a lot ofthe
time
While playing
game in
checking
the
colour ofit is
the second
scenario,
the
pen
before
found
that
task actually
of
writing
the
letter.
checking the colour of the
pen is eliminated as the
refill inside the pen is of
the same colour as the
body of the pen.

GAME 3: TRAINING THE OPERATOR

OBJECTIVE
SCENARIO
RESULT
CONCLUSION
1 2
2
1

On analyzing scenario 1
and scenario 2, it is seen
that instructions are
important. It is very
important for supervisors to
train their operators to get
better results because only
when the operators know
what exactly is to be done
and how it is to be done,
will they be able to perform,
giving higher output.

To make the participants

understand the
importance of operator
training.
The participant is
confused and has no idea
where to start. He keeps
placing the pieces at
random and tries to
solve
the puzzle.is more
The participant
confident as he knows
what exactly is to be
done and starts the job as
soon as he is handed the
pieces.