Basic Supervisory Training - Final

7/29/2019 Basic Supervisory Training - Final

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Basic Functions of a Supervisor

Effective Supervision in a Modular Production Setting

- Floor Management and Supervisory Initiatives to improve efficiency

at needle point

Good Housekeeping

Understanding and Eliminating the 8 Wastes in Production

Basics of Communications

Problem Solving Analysis skills

Workshops/Applications: Preparation of actual Line Balance and Lay-out

Workshops/Applications: Do 5S in their respective areas/module/sewing floors

Workshops/Applications:Assign in Groups/Visit other sewing modules/Identify 8

wastes in Production/Report to the Training Class

Workshops/Applications: Giving Instructions


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MANAGEMENTManagement is an art of getting things done through and with the people in formally organizedgroups. It is an art of creating an environment in which people can perform and individuals and

can co-operate towards attainment of group goals.

(

)

Management is an art of knowing what to do, when to do and see that it is done in the best

and cheapest way.

()

)

Management is something that directs group efforts towards the attainment of certain pre

determined goals. It is the process of working with and through others to effectively achievethe goals of the organization, by efficiently using limited resources in the changing world. Of

course, these goals may vary from one enterprise to another. E.g.: For one enterprise it may

be launching of new products by conducting market surveys and for other it may be profit

maximization by minimizing cost.

(


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MANAGEMENTManagement involves creating an internal environment: - It is the management which puts into

use the various factors of production. Therefore, it is the responsibility of management to

create such conditions which are conducive to maximum efforts so that people are able to

perform their task efficiently and effectively. It includes ensuring availability of raw materials,

determination of wages and salaries, formulation of rules & regulations etc.

( -

&; )

Supervisor has got an important role to play in factory management. Supervision means

overseeing the subordinates at work at the factory level. The supervisor is a part of the

management team and he holds the designation of first line managers. He is a person who

has to perform many functions which helps in achieving productivity.

(

.)


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TYPICAL EXPERIENCE OF A FIRST TIME SUPERVISOR() Rarely Have Adequate Training ()

Sometimes Intimidated by Wide Range of Policies and

Procedures ()

New Supervisors Rarely Have Enough Time ()

New Supervisors Often Feel Very Alone ()

New Supervisors Often Feel Overwhelmed, Stressed Out(

Support and Development Are Critical for New Supervisors

()


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Operation Manager

Production Manager

Floor Manager

Senior Supervisor

Supervisor

Service Staff

ORGANIZATIONAL CHART


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PLANNING ()1. Looking ahead and Goal Oriented. It establishes future courses of action to be followed. It

is a systematic activity which determines WHEN, HOW, and WHO is going to perform a

specific job.

(

.)

Planning Means:

2. Mental predisposition to do things in orderly way, to think before acting, and to act

according to facts, rather than guesses.

(.)

3. It is the primary job of a Manager or a Supervisor

(..)

4. It is required and done at all levels in our Organization

(.)


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PLANNING ()

5. It is a continuous process

(.)

Planning Means ():

6. In our job, this is similar to the Line Balancing we are doing per style(.)

7. Well Plan is Half Done(.)


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PLANNING ()1. Set Goals (.)

Steps in Planning Functions ():

In Example ()

My module need to produce 450 pieces of bra per 10 hour, beginning Week 32

My module need to perform at least 45 over all unit hour, by Week 32

(45045.)

2. Establish Planning Premises ()

In order for my module to produce 450 pieces of bra per 10 hour, I need the following:

(10450:)

a.A good Line Balance of 18 sewer, with compatible skills

(18.)

b. An effective Machine Lay-out of 20 machineries

(20.)b.1. Machineries, Equipments and Attachments must be available Week 32

(32)


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PLANNING ()Steps in Planning Functions ():

2. Establish Planning Premises ()

In order for my module to produce 450 pieces of bra per 10 hour, I need thefollowing:

(10450:)c. We need to perform at 45 over all unit hour

(45)d. Cut Panels must be available by Week 30

(30.)

e. Washing Line must be available by Week 31(31.)

3. Securing Cooperation from Senior Supervisors, Planning, and Cutting Room

(.)


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PLANNING ()Why do we need to Plan? (?)

Minimize Uncertainty

()

Facilitates Coordination()

Improve Productivity

()

Improve Morale

()

FACILITATES CONTROL

()


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ORGANIZING ()

1. The function of management which follows planning

(.)

Organizing Means ():

2. It is a function that synchronizes and combines the capability of our sewers, machineries

and equipments, and the availability of fabrics trims and accessories; in order to get

results

(

)


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ORGANIZING ()How to Organize ()?

Identify the activities or operations involved

()

Try to combine and group similar activity or operations

( )

Assigns the right person, to the right job according to their qualifications, abilities and skills.

()

Ensures trainees are strategically placed

()

Allocates the most effective and efficient machineries and equipments to each job

()

Ensures the availability of cut panels, trims and accessories

(,)

Put Flags on all critical tasks/operations in the module

()


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DIRECTING ()

1. It is the Heart of the management process. Planning and Organizing, have got no

importance if direction function does not take place;

(; )

Directing is ():

2. It initiates actions, and it is from here actual work starts

( )

3. It is a function of Guiding, Inspiring, Overseeing, and Instructing people towards the

accomplishment of our Goals.

( )


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DIRECTING ()

1. Directing is required at all levels of the Organization. We must provide guidance and

inspiration to our team members;

(; )

Characteristics ():

2. Continuous Activity

()

3. Creative Activity- It helps in converting plans into performance. Without this function,

people become inactive, and physical resources are wasted, and meaningless.

(--.)

4. It involves human factor which is complex and sometimes unpredictable. Thus, this

directing function need to be carried out very well.

(.)


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DIRECTING ()Importance ():

It initiates action

()

It is a means of motivation

()

It provides stability when used together with the other functions: persuasive leadership,

effective communication, strict supervision, and efficient motivation

( )

Coping up with resistance to change

( )

Efficient utilization of resources

( )


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CONTROLLING ()1. It verifies whether everything occurs according to the plans/goals; instructions issued, or

philosophy established;

(/;)

Controlling:

2. It ensures there is effective and efficient utilization of organizational resources so as toachieve the planned goals;

(;)

3. It measures actual performance from the standard performance, or planned goals,

discovers the causes of such deviations, and helps in taking corrective actions;

(

;)

4. It facilitates coordination

(.)

5. It helps in planning

(.)


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CONTROLLING ()1. It is an end function- a function which comes once the performance are made in relation

to the plans/goals;

(--/;)

Characteristics of our Controlling functions::

2. It is performed by all Managers/Supervisors at all levels, and in all types of concerns;

(;)

3. It is forward looking, because effective control is not possible without the past being

controlled. It always look to future so that follow up can be made whenever required;

(.

4. It is a dynamic and continuous process

(.)

5. It is related to planning- PLANNING AND CONTROLLING ARE 2 INSEPARABLE

FUNCTIONS OF MANAGEMENT. WITHOUT PLANNING, CONTROLLING IS

MEANINGLESS.WITHOUT CONTROLLING PLANNING IS USELESS.

(2

)


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DECISION MAKING ()1. Define and clarify the issue - does it warrant action? If so, now? Is the matter

urgent, important or both.

---

2. Gather all the facts and understand their causes.

3. Think about or brainstorm possible options and solutions.

4. Consider and compare the pros and cons of each option consult SUPERIORS if

necessary - it probably will be.

--

5. Select the best option - avoid vagueness or 'foot in both camps' compromise.

---

6. Explain your decision to those involved and affected, and follow up to ensure

proper and effective implementation.


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MOTIVATING ()1. It comes from the word Motive which means: desire , wants, or drives within the individual.

(.)

What is Motivation ()? :

2. It is the process of stimulating people to action to accomplish the goal;

(;)

3. It In the work goal context, the psychological factors stimulating the people's behavior can

be:

(:)

Desire for money ( )

Success ( )

Recognition ( )

Job satisfaction ()

Team-work ()4. It is one of the most important function of supervision, which, is to create willingness

among our team members to perform in their best abilities. We must be able to arouse

interest in the performance of their tasks.

(

.)


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MOTIVATING ()1. A felt need or drive

()

3 Stages of Motivating Process (3):

2. A stimulus in which needs to be aroused.

(.)

3. When needs are satisfied, the satisfaction or accomplishment of goals.

(.)

Therefore, we can say that motivation is a psychological phenomenon which

means needs and wants of the individuals have to be tackled by framing anincentive plan.

(

)


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MOTIVATING ()The needs have been classified into the following in order

():


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MOTIVATING ()

1. Puts human resources into action ().

Every concern requires physical, financial and human resources toaccomplish the goals. It is through motivation that the human resources can

be utilized by making full use of it. This can be done by building willingness in

employees to work. This will help the enterprise in securing best possible

utilization of resources.

((.)

Motivation is a very important for an organization because of the following

benefits it provides():


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MOTIVATING ()Motivation is a very important for an organization because of the following


2. Improves level of efficiency of employees ()

The level of a subordinate or a employee does not only depend uponhis qualifications and abilities. For getting best of his work performance, the

gap between ability and willingness has to be filled which helps in improving

the level of performance of subordinates. This will result into:

(

:)

a. Increase in productivity, ()

b. Reducing cost of operations, and ( )

c. Improving overall efficiency ().


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3. Leads to achievement of organizational goals ()

The goals of an enterprise can be achieved only when the following factorstake place: (:)

a. There is best possible utilization of resources, (,)

b. There is a co-operative work environment, (,)c. The employees are goal-directed and they act in a purposive

manner, (,)d. Goals can be achieved if co-ordination and co-operation takes place

simultaneously which can be effectively done through motivation.

(.)


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4. Builds friendly relationship ()

Motivation is an important factor which brings employees satisfaction. Thiscan be done by keeping into mind and framing an incentive plan for the

benefit of the employees. This could initiate the following things:

(

:)

a. Monetary and non-monetary incentives, (,)b. Promotion opportunities for employees, (,)


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5. Builds friendly relationship ()

In order to build a cordial, friendly atmosphere in a concern, the above steps

should be taken by a manager. This would help in:(

a. Effective co-operation which brings stability, (,)

b. Industrial dispute and unrest in employees will reduce, (

,)

c. The employees will be adaptable to the changes and there will be no

resistance to the change, (,)

d. This will help in providing a smooth and sound concern in which

individual interests will coincide with the organizational interests,

(,)

e. This will result in profit maximization through increased productivity.

(.)


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6. Leads to stability of work force ()

Stability of workforce is very important from the point of view of

reputation and profit of a company. The employees can remain loyalto the enterprise only when they have a feeling of participation in the

management. The skills and efficiency of employees will always be of

advantage to employees as well as employers. This will lead to a good

public image in the market which will attract competent and qualified

people into a company. As it is said, Old is gold which suffices with the

role of motivation here, the older the people, more the experience and

their adjustment into a concern which can be of benefit to the

enterprise.

(


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MOTIVATING ()Motivation is important to an individual as ():

1. Motivation will help him achieve his personal goals.

(.)2. If an individual is motivated, he will have job satisfaction.

()3. Motivation will help in self-development of individual.

(.)

4. An individual would always gain by working with a humanistic team.

(.)

Similarly, motivation is important to a business as ():

1. The more motivated the employees are, the more empowered the team is.

(.)2. The more is the team work and individual employee contribution, more

profitable and successful is the business.

(.)

3. During period of amendments, there will be more adaptability and creativity.

(.)

4. Motivation will lead to an optimistic and challenging attitude at work place.

(.)


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MOTIVATING ()Motivation incentives: How? (?):

Monetary Incentives ( )

Non-Monetary Incentives ( )

Security of Service ( )

Praise or Recognition ( )

Job Enrichment ( )

Promotion Opportunities ( )


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COACHING ()A good supervisor places a high priority on coaching team members. Good

coaching involves working with employees to establish suitable goals, action

plans and time lines. The supervisor delegates and also provides ongoing

guidance and support to the team member as they complete their action plans.

Rarely can job goals be established without considering other aspects of anemployee's life, e.g., time available for training, job preferences, personal

strengths and weaknesses, etc. A supervisor is sometimes confronted with

walking a fine line between being a supervisor and the employee's confidant.

(

.)


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The most common form of informal training is job coaching

():

The supervisor, or some other expert at the subject matter or skill, tells the

employee how to do something. (.

The employee tries it. (.)

The expert watches and gives feedback. (.)

The employee tries it until he or she gets it right (

).

The above approach works best in tasks or jobs that include straightforward

procedures or routines. As jobs and roles become more complex, employees

often require more formal training. (

.)

COACHING ()


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Observing and giving Feedback: How? (?)

1. Clarity -- Be clear about what you want to say.

(--.)

2. Emphasize the positive encourage the team member.

( --)

3. Be specific --Avoid general comments and clarify pronouns such as it, that,

etc.

(---)

4. Focus on behavior rather than the person.(.)

5. Refer to behavior that can be changed.

()

COACHING ()


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Observing and giving Feedback: How? (?)

6. Be descriptive rather than evaluative.

(.)

7. Own the feedback -- Use I statements.

(--)

8. Generalizations -- Notice all, never, always, etc., and ask to get more

specificity -- often these words are arbitrary limits on behavior.

(--

.)

9. Be very careful with advice -- People rarely struggle with an issue because of

the lack of some specific piece of information; often, the best help is helping

the person to come to a better understanding of their issue, how it developed,

and how they can identify actions to address the issue more effectively.

(--

.)

COACHING ()


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Below is a list of statements about leadership behavior. Read each one carefully,

then, using the following scale, decide the extent to which it actually applies to you.

For best results, answer as truthfully as possible.

(

)

Never Sometimes Always() () ()0 1 2 3 4 5

MANAGERIAL GRID

1. I encourage my team to participate when it comes decision making time and I

try to implement their ideas and suggestions.

(

.)

2. Nothing is more important than accomplishing a goal or task.

()

3. I closely monitor the schedule to ensure a task or project will be completed in

time.

(.)


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MANAGERIAL GRID

4. I enjoy coaching people on new tasks and procedures. .

()

5. The more challenging a task is, the more I enjoy it.

(.)

6. I encourage my employees to be creative about their job.

(.)

7. When seeing a complex task through to completion, I ensure that every detail is

accounted for.

(.)

8. I find it easy to carry out several complicated tasks at the same time.

(.)

9. I enjoy reading articles, books, and journals about training, leadership, and

psychology; and then putting what I have read into action.

(;

10. When correcting mistakes, I do not worry about jeopardizing relationships.

(.)


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MANAGERIAL GRID11. I manage my time very efficiently.

(.)

12. The more challenging a task is, the more I enjoy it.

(.)

13. Breaking large projects into small manageable tasks is second nature to me.

(.)14. Nothing is more important than building a great team.

(.)

15. I enjoy analyzing problems

()

16. I honor other peoples boundaries.

(

17. Counseling my employees to improve their performance or behavior is second

nature to me.

(.)

18. I enjoy reading articles, books, and trade journals about my profession; and

then implementing the new procedures I have learned.

(; .)


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MANAGERIAL GRID

People ( )Question #

1.______4.______6.______9.______10.______

12.______14.______16.______17.______TOTAL ________X 0.2 = ________(multiple the Total by 0.2 to get your

final score)

Task ()Question #

2.______3.______5.______7.______8.______

11.______13.______15.______18.______TOTAL ________X 0.2 ________(multiple the Total by 0.2 to get your

final score)

Scoring Section

After completing the Questionnaire, transfer your answers to the spaces below:

(:)


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MANAGERIAL GRIDMatrix SectionPlot your final scores on the graph below by drawing a horizontal line from the approximate people score

(vertical axis) to the right of the matrix, and drawing a vertical line from the approximate task score on the

horizontal axis to the top of the matrix. Then, draw two lines from each dot until they intersect. The area of

intersection is the leadership dimension that you operate out of.

(

.)

MIDDLEOF THEROAD


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MANAGERIAL GRID Impoverished Management ()Minimum effort to get the work done. A basically lazy approach that avoids as much work as

possible.

Authoritarian Management ()Strong focus on task, but with little concern for people. Focus on efficiency, including the

elimination of people wherever possible.

Country Club Management ()Care and concern for the people, with a comfortable and friendly environment and collegial style.

But a low focus on task may give questionable results.

Middle of the Road Management ()

A weak balance of focus on both people and the work. Doing enough to get things done, but notpushing the boundaries of what may be possible.

Team Leader Management ()Firing on all cylinders: people are committed to task and leader is committed to people (as well

as task).


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CHARACTERISTICS OF A GOOD SUPERVISOR

()

positive attitude

( )

Loyal

( )


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()

Fair

()

good communicator

( )


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()

able to delegate

()

wants the job

Documents

Basic Supervisory Training - Final