by
HUMAN
RESOURCES MANUAL
Stylecraft
limited
145,
Monipuripara, Tejgaon Industrial Area
Dhaka-1215
June 2003
TABLE OF CONTENTS
I.
Introduction 3
II.
Personnel Selection 6
A. Direct Labour Selection
1. Direct Labour Selection - Application Form
2. Tests for Direct Labour
3. Exams for Direct Labour Selection
4. Guided Interviews
B. Operator Profile
C. Indirect Labour Selection - Supervisors
III.
Induction and Training Programme 45
IV.
Incentive and Compensation Structure 52
A. Compensation Structure
B. Non-Production Incentive Schemes
C. Production Incentive Schemes
1. Sewing Room
2. Cutting Room
3. Finishing Room
D. Work Environment
V.
Labour Turnover and Absenteeism 67
VI.
Job Descriptions & Performance Appraisal System 70
A. Job Descriptions
1. Plant Manager
2. QA Manager
3. Production Executive
4. Cutting Room Manager
5. Finishing Manager
6. AAMT(Advanced Analytical Method of Training) Co-ordinator
7. Industrial Engineer
8. Line Supervisor
9. AAMT(Advanced Analytical Method of Training) Operator Trainer
B. Evaluation of personnel
1. Implementation procedure
2. Summary of evaluations
3. Annual schedule of evaluations
4. Evaluation formats
VII.
Annexures 105
I. INTRODUCTION
Introduction
This manual describes the procedures developed in the area of Human
Resources for
Stylecraft Limited, Dhaka, Bangladesh.
The contents of this manual provide a structured framework for
recruiting, selecting, training and evaluating the employees at all levels,
with special focus on the operator -level employees. The schemes designed
impart a special focus on controlling Labour Turnover and Absenteeism, owing to
the prevalent trends in surrounding areas of the factory.
The manual also provides an overview of the incentive scheme to be
followed for the desired motivation of the employees. The incentive scheme instils
in the operators a sense of healthy competition, possibility of higher earnings
and greater motivation levels and loyalty towards the organisation. Detailed
working on the Incentive Scheme will be submitted in a separate document with
supporting Excel based calculations.
Objectives
The success of the company depend almost entirely on how well Stylecraft
Limited manages and utilizes its workforce. The company's overriding goal must be to maximize the productive
efficiency of the factory. Motivating and managing its workforce so that they
work as diligently and efficiently as possible will be the largest single
factor affecting the productivity of the plant with quality in times.
Making the company "the
employer of choice" in the garment industry in Bangladesh will help
greatly in achieving this goal.
Furthermore as the industry grows rapidly in Bangladesh there will be
increasing competition for a finite labour pool, therefore considerable
importance needs to be put on recruiting and retaining the best people.
The objectives of this document are the following:
·
Recommend the policies
and procedures that Stylecraft Limited must put in place in order to achieve
its goal of maximizing the productive efficiency of the workforce giving
importance on time management.
·
Provide a structured
framework for recruiting, selecting, training and evaluating the employees at
all levels, with special focus on the operator level employees.
·
Provide an overview of
the Incentive Scheme that needs to be put in place for the desired motivation
of the employees.
Current Situation
The problems that the company may likely to face can be classified under
the following general headings:
Turnover. This is defined as the number of people that leave employment on their
accord during a given period of time. Given the anecdotal evidence that has
been collected from other garment factories operating in Bangladesh, this is a
major problem. Some factories have annualised turnover rate of machine
operators in excess of 100%. This means that each operator that the company
employs and trains works with the company for less than one year.
Absenteeism. Another major problem when dealing with workers in Bangladesh is the
degree of absenteeism at the workplace. Again, as per the anecdotal evidence
that the company has collected this can be a major problem in Bangladesh. In
some factories, the level of absenteeism is in excess of 10-20% of the total
workforce per day. This is a major problem since it has multiple ramifications
on the performance of the factory.
Theft and Pilferage. If the company is not careful, the company could suffer greatly from
theft and pilferage. Of the three HR-related problems that the company
faces this is the easiest one to solve.
HR Strategy to deal with
these problems
The company needs to have a comprehensive and workable strategy in place
to deal with as many of these problems as possible in advance. This strategy
needs to cover all aspects of Human Resource management ranging from
recruitment to fostering and developing the right corporate culture for the
company. The remainder of this document deals with the most important
components of the HR Strategy that the company will employ to solve these
problems.
II. PERSONNEL SELECTION
The selection of personnel is a task, which is of utmost importance, not
only to ensure good performance figures, but also to ensure proper handling of
Human Relations related issues.
Depending upon the situation, psychology of the local manpower and the
country of operation, personnel selection procedures might require
modifications. This is in order to minimise poor selection and occurrence of
human relations related problems. The factory management has to translate the
pre-determined goals of the company to ensure strict control and adherence to
company policies to ensure the best possible management.
While selecting personnel (direct and indirect labour) for the factory,
the management should ensure they are recruiting the ‘right’ set of people.
There are a series of tests that are conducted and also a thorough check-up of
the background of the operator is done. This is to ensure that the labour
recruited is a set of enthusiastic and dedicated individuals who would prove
useful for the organisation. Details of the recruitment procedure follow.
This is all for the workers so that they feel a feeling that this is
very homely for them to work with required security and expected wages they get
in proper time. Where personal security and job security ensured.
A. DIRECT LABOR SELECTION
The
main steps in the selection process for direct labor follow. Applicants pass
through the steps in the indicated order, and can be rejected at any point with
no need to conclude it.
1. Review of
applications. The Personnel Department reviews the
applications to screen those that do not fit the profile of the plant
(applicants will be asked to fill up the prescribed Application Form). The
information is confirmed during a brief 5-minute interview. This initial
interview must be performed by the Personnel Manager and can not be delegated.
This interview is conducted with the objective of checking if the operator
profile is as per requirements listed under "Operator Profile"
2. Tests. The
Personnel Department performs the dexterity and visual tests to identify
applicants with the physical abilities to perform sewing operations. The
methodology for the tests is detailed later in this section. They should be
applied in a quiet and controlled environment, free of interruptions. Minimum
scores are included later in this document.
3. Exams. The Personnel
Department performs the exams: Language and I.Q.Tests. The Comprehensive exam
can be applied in groups of 5 persons maximum. Technical examinations related
to the responsibility can be applied in groups of 10 persons maximum. Minimum
scores are included later in this document.
4. Job description and
Plant Tour. The Personnel Department explains the
characteristics of the position, the company sponsored training program, the
working hours and main policies, overtime, Salary Administration, production
goals, quality and attendance, etc. The HR Manager leads the group in a plant
tour and answers any questions from applicants.
5. Interviews.
a). Training. To
serve purpose of the pre-projected recruitment training plays a pivotal role to
ensure the services from the personnel.
b). Production. The
Plant Manager is supported in some occasions by supervisors, performs a 2nd
interview to evaluate applicants’ ability worthy for teamwork.
6. Medical exam. A
medical exam is performed as the last step, to confirm the physical ability of
the applicants. This includes an AIDS/HIV test & colour blindness test.
The AIDS/HIV screening will be the final step
in the recruitment process. Only those applicants who have successfully made it
through all the other steps in the process will be tested. Offers of employment
will be made to only those individuals who pass the AIDS/HIV test and this test
will be carried out by a doctor/clinic appointed by Stylecraft Limited.
7. Hiring.
Applicants those were successful in the selection process are notified when to
start and asked to comply with any remaining paperwork for records.
1. Direct Labour
Selection - Application Form
BIO-DATA
01. NAME :
02.
FATHER’S/HUSBAND’S NAME :
03. SEX :
04. PRESENT ADDRESS :
05. PERMANENT ADDRESS : Vill.: P.O.:
P.S.: DIST.:
06. EDUCATION :
07. EXPERIENCE :
08. RELEGION :
09. DATE OF BIRTH :
10. BLOOD GROUP :
………………………………………………………………………………………………
TO BE FILLED BY OFFICE
DATE OF JOINING :
CARD NO. :
SECTION :
LINE :
DESIGNATION :
CONSOLIDATE PAY :
REFERENCE BY CARD :
………………………. ………………….. ………………………..
SECTION MANAGER SR.PROD.MANAGER APPROVED BY
DY.GEN.MANAGER
……………………….
MANAGER(ADMN.)
2. Tests For Direct Labour Selection
An interview, if properly conducted, tells a lot about the applicant. But
since every job is recognised to have a certain skills needed by the performer
for his/her successful accomplishment, it becomes important to recognise the
presence of basic skills required to be a successful sewing operator. A
detailed analysis of various sewing operations shows that the basic skills
required are:
a) Manual dexterity (Speed of hand movements with accuracy)
b) Finger Dexterity (Speed of finger movement with accuracy)
c) Hand-Eye Co-ordination
d) Sewing Skill (If the operator is experienced)
e) Basic analytical skills (Tested through Human Habits, language etc.)
Keeping the above basic skills required in mind it becomes important to
test the presence of these basic skills through some simple tests, which can be
administered to both experienced as well as of fresh candidates.
The different tests analyse the following abilities:
·
Dexterity Tests : Assessing finger
dexterity and hand dexterity
·
Vision Tests : Eye perception and
accuracy
·
HIH Test(Human Habits): Analytical skills, non-verbal
·
Math Test : Basic numbering
knowledge
·
Comprehension Test : Basic comprehension of
the language in use.
Three different tests are used to measure the physical ability of
applicants for direct labour positions. The results of the tests must be placed
in the appropriate section of the application immediately after the testing is
graded.
The tests should be administered and the results recorded always in the
same order, to keep consistency throughout the process. It is very important to
provide clear and complete directions to applicants at all time. The tests are:
·
KSD-A A
test to measure manual dexterity. The result is measured in seconds
and
translated to a scale from 0 to 5.
·
KSD-B A
test to measure finger dexterity. The result is measured seconds
and
translated to a scale from 0 to 5.
·
KSP To
measure the level of visual perception. The result is equal to the
number of correct answers.
a. KSD tests
The
tests must be applied individually, or in groups of three maximum.
Objective of the tests:
·
To measure the applicants
manual and finger dexterity. This will give us an idea of the applicant’s
ability to perform an operation under the standard time.
Apparatus:
·
Pin board:
Board measuring 20½” X 12¾”
X 1”
20 columns X 12 rows of holes separated 1”
centre to centre, diameter of 5/16” and ¾” depth.
120 pins, ¼” diameter X 2 1/3
” long.
·
Stopwatch.
Directions for the examiner:
·
Explain the
objective of the test
·
Demonstrate how to
perform the test, and make sure that every person receives the same directions
and practice time.
Directions for the applicant:
·
Understand the rules of
the test and the testing area
·
Familiarise with the
apparatus before performing the test
·
Always clarify with the
examiner on any unattended point
For KSD-A:
“This test is to measure how fast can we use our hands
and fingers.”
“The first task is to move the pins from the upper
half of the board to the lower half, in this way”
DEMONSTRATE SLOWLY WITH A
COUPLE OF PINS
“Using both hands at the same time move the pins to
the corresponding holes in the lower section of the board.”
MOVE A DOUBLE ROW, AND THE
FIRST PINS FROM THE SECOND ROW, AND REPLACE THEM IN THE ORIGINAL LOCATION.
“Now you can practice by moving two double rows.”
STOP THE APPLICANT AS SOON
HAS HE/SHE IS DONE WITH THE SECOND DOUBLE ROW.
“All right.”
REPLACE THE PINS IN THE
ORIGINAL LOCATION.
“As you can see, it is very easy. What is important in
the test is to move the pins as fast as possible.”
“For the next exercise, start again from the beginning
and move all the pins in the same manner.”
“Ready, begin (START
THE STOPWATCH), and work as fast as you
can.”
WHEN THE APPLICANT
COMPLETES THE EXERCISE, STOP THE WATCH AND RECORD THE TIME.
For KSD-B:
“This time, we will turn the pins while keeping them
in the same holes, like this:”
DEMONSTRATE SLOWLY WITH A
COUPLE OF PINS.
“We can go down this row and then go up on the next to
save time.”
TURN TWO DOUBLE ROWS.
“Now to practice, please turn the same pins that I
just turned.”
STOP THE APPLICANT AS SOON
HAS HE/SHE IS DONE WITH THE SECOND DOUBLE ROW.
“All right, now for the next exercise you will turn
all the pins in the same manner, as fast as you can”
“Start (START
THE STOPWATCH), and work as fast as you
can.
WHEN THE APPLICANT
COMPLETES THE EXERCISE, STOP THE WATCH AND RECORD THE TIME.
b. KSP test
The
test must be applied individually, or in groups of three maximum.
Objective of the tests:
·
To measure two basic
skills in the applicant: perception speed and space relationships. These
relationships are the ability to visualize the interaction between objects in
space, how they relate and/or fit together.
Apparatus: Paper forms, pencils and stopwatch
Directions for the
examiner:
·
Repeat the
directions for the tests slowly and with emphasis on important issues, following
the text word by word.
·
Answer any related
question immediately after reading the directions, or immediately after the
practice, to be sure you are following the correct procedure.
Directions for the applicant:
“This is a test to measure how fast can you use your
eyes.”
“As you can see, the boxes on the left are
numbered from one to ten. A line starts from each box, it goes through the page
and finishes on a similar box on the right side.”
“What you need to do is, starting with number
one, follow the line with you eyes only, not using your fingers or pencil. Where the line finishes in an empty box,
write the number one.”
“After that take number two, and so on until
number ten.”
“You may find that more than one line finish
in the same box. When this happens,
write the second number outside of the box on the right side.”
“The first page is for practice. Work as fast as you can.”
ALLOW
50 SECONDS FOR PRACTICE.
“All right, time is up. Let’s see how you
did.”
REVIEW
THE ANSWERS AGAINST THE CORRECT FORM. MARK THE MISTAKES. IF THE APPLICANT HAD NO MISTAKES, BUT
ANSWERED SLOWLY, MOTIVATE HIM/HER TO
WORK FASTER.
OPEN
THE FORM
“This is the complete test, the exercises are
just as the ones in the practice.”
“As soon as you finish part A, proceed with
part B.”
“Start.”
ALLOW
1.5 MINUTES FOR THE TEST.
“Time is up, please write your name on the
back of the page.”
THE
FINAL RESULT IS THE SUM OF CORRECT ANSWERS IN PARTS A AND B.
CORRECT
ANSWERS
|
Practice |
Part A |
Part
B |
|
8 |
5 |
5 |
|
4 |
1 |
10 |
|
2 |
9 |
9 |
|
1 |
3 |
4 |
|
6 |
2 |
3 |
|
3 |
10 |
2 |
|
7 |
8 |
8 |
|
5 |
7 |
1 |
|
10 |
6 |
6 |
|
9 |
4 |
7 |
C. Minimum Scores
In Tests
Applicants must be evaluated under the results of the three abilities
measured (manual, fingers, visual). The evaluation consists of comparing the
results of each individual against the minimum scores implemented in the plant.
This will, over time, relate to their ability to perform the operations
required.
Remember that we are using minimum scores, not perfection. Although we may like having only candidates
with the highest score at 5-5-5, in reality that would eliminate virtually all
candidates. To be realistic, we will select applicants that are on or above the
minimum, knowing that those candidates below minimum scores have no possibility
of being successful on the job.
The basic purpose of using the tests is to help us evaluate the
abilities of applicants. We want to select operators that have the physical
ability to be successful in the position.
The minimum score to be admitted in the plants is 3-3-3. Ideally, we
should start with cut-off levels at 4-4-4, but this decision greatly depends
upon the level of skills available in the location.
The person is required to pass in all these three tests in order to be
considered for the next stage of recruitment.
Results must always be recorded in the following order, to avoid
confusion:
|
Hands |
Fingers |
Visual |
|
KSD-A |
KSD-B |
KSP |
d. Structured
Sewing test
This test is applicable for the candidates who claim to have relevant
work experience of sewing. The test contains a detailed method, quality and
speed analysis of a given operation and is graded again on each of the above
parameters on a scale of 1 to 5.
Tests to be conducted:
For SNLS operators
Start and stop accuracy on SNLS - FS3
(21 seconds)
Sewing along a curve on SNLS -
PS6 (6 seconds)
Topstitch on SNLS - FS5
(14 seconds)
For DNLS operators
Start and stop accuracy on DNLS - FS3D
(30 seconds)
Sewing along a curve on DNLS -
PS6D (5 seconds)
Topstitch on SNLS - FS5
(14 seconds)
Sewing along a straight line on SNLS -
PS3 (10 seconds)
For Over-lock operators
Sew along two straight lines on SNLS -
PS1 (6 seconds)
Start and stop accuracy on SNLS - FS3
(21 seconds)
Topstitch on SNLS - FS5
(14 seconds)
Sew along edges of 6”X6” on Over-lock -
FS1OL (14 seconds)
For Feed-off-Arm
operators
Join two fabrics of 12"x12", first side - FOA1 (9 seconds)
Join two fabrics of 12"x12", second side - FOA2
(8 seconds)
Sew along two straight lines on SNLS -
PS1 (6 seconds)
Sewing along a straight line on SNLS -
PS3 (10 seconds)
For Kansai Special
operators
Attach pressed placket to front on Kansai - SX18 (10
seconds)
Sew along two straight lines on SNLS -
PS1 (6 seconds)
Start and stop accuracy on SNLS - FS3
(21 seconds)
Topstitch on SNLS - FS5
(14 seconds)
For Button Hole operators
Button Hole on 12 x 6 fabric, 6 b/holes -
BH1 (26 seconds)
For Button Stitch
operators
Button Stitch on 12 x 6 fabric, 7 buttons - BS1 (32 seconds)
e. Instructions to
administer the examination
Tests must be conducted and administered through a recognised and
standardised procedure. The test score must not be affected by administration
conditions. The people conducting the test must very clearly understand the
correct procedures of administering the test and demonstrate it properly. They
must make the candidate realise that their selection is based on their test
results so should not take it lightly and move “as fast as possible”.
The examiner explains the methodology to the candidates, reviews the
example and solves existing doubts. The tests have to be clearly communicated
to the examinee and make the candidate aware of the purpose of the said
test(s).
Test scores and grading are provided in the annexure.
3. Exams For Direct Labour Selection
a. English Comprehension Test
Instructions to
administer the exam
The examiner explains the methodology to the candidates, reviews the
example and solves existing doubts. During the exam, each paragraph is read at
a normal pace and very clearly, making sure that the applicants are listening
to the entire content. After reading aloud each paragraph, 1 minute is allowed
to answer all 4 corresponding questions and then proceed to the next paragraph.
Read the following text carefully and descriptively to the candidate:
“We would now test your
understanding of the English language. This test consists of small paragraphs,
which would be read to you orally only once. You would need to understand the
paragraphs read and choose the correct answer to the question in the
corresponding parenthesis in your response sheet. You have one minute to answer
the four questions before we move to the next paragraph.
To practice we will take
an example. I will read a sentence and you choose the correct answer in the
first section of the response sheet”
EXAMPLE
“The
success of a person depends on the effort that she/he puts in all her/his activities.”
“As mentioned in the response sheet, the correct
answer is written in the parenthesis to the right and it is the letter (b). Now
we will begin the test. Does somebody have a question?”
Paragraph
1
“Hard
work always pays. The effort put into doing some work is always recognised.
Sincerity towards your work increases your worth. Hard work also makes you a
better human being.”
Answer
questions 1 to 4
Paragraph
2
“Communication involves 3
factors: originator, message and receiver. The originator sends the message,
the message is a combination of signs that transport the meaning, and the
receiver is who receives the message.”
Answer
questions 5 to 8
Paragraph
3
“Motivation is a key factor
for a successful person. A motivated person will be passionate at work and will
have increased productivity. Those who like their work and are passionate about
it have a better chance to be happy”.
Answer
the questions from the 9 to the 12
Name_______________________________________________________________Date______________________
Write the letter of the correct answer
inside the parenthesis according to the paragraph just read out to you.
EXAMPLE
The
success of a person depends on: ( b )
a)
Their luck
b)
The effort that
she/he puts in all their activities
c)
People that he/she
knows Wait
to listen to paragraph 1
Paragraph 1
1. Hard work: ( c
)
a)
Goes wasted
b)
Relates to
something which I cannot do
c)
Always pays
2. The effort put into
work is: ( )
a)
Always recognised
b)
Never appreciated
c)
Useful to only to
the person who is getting it done.
3. Sincerity towards
work: ( )
a)
Makes you
undependable
b)
Increases your
worth
c)
Decreases
concentration at work
4. Hard work makes
you: ( )
a)
A good human being
b)
Inconsiderate
towards others
c)
A loner Wait
to listen to paragraph 2
Paragraph 2
5. The three factors
of the communication are: ( )
a)
Originator, message
and receiver
b)
A radio, cinema and
television
c)
Originator and
receiver
6. The message is sent
by: ( )
a)
The originator
b)
The receiver
c)
Those who don't
know the topic
7. The message is: ( )
a)
Who begins the
communication
b)
Half part of the
process
c)
A combination of
signs that transport the meaning
8. The receiver is: ( )
a)
Somebody that
doesn't participate in the communication
b)
Who receives the
message
c)
Any person ______________Wait
to listen the paragraph 3
Paragraph 3
9. Motivation: ( )
a)
Is a key factor for
a successful person
b)
Will make our life
unhappy
c)
Is hard to achieve
10. A motivated person: ( )
a)
Is difficult to
meet
b)
Will have to work
hard
c)
Will be passionate
at work
11. To have increased
productivity: ( )
a)
A person has to be
lucky
b)
A person has to
work many hours
c)
A person has to be
motivated
12. Those who like
their work: ( )
a)
Will work many
hours
b)
Will have a better
chance to be happy
c)
Will have more
money
Comprehension Test ANSWER
KEY
Paragraph 1
1. Hard work: ( c )
c) Always pays
2. The effort put into
work is: ( a )
a) Always recognised
3. Sincerity towards
work: ( b )
b) Increases your worth
4. Hard work makes
you: ( a )
a) A good human being
Paragraph 2
5. The three factors
of the communication are: ( a )
a)
Originator, message
and receiver
6. The message is sent
by: ( a )
a)
The originator
7. The message is: ( c )
c)
A combination of
signs that transport the meaning
8. The receiver is: ( b )
b)
Who receives the
message
Paragraph 3
9. Motivation: ( a )
a) Is a key factor for a successful
person
10. A motivated person: ( c )
c) Will be passionate at work
11. To have increased
productivity: ( c )
c) A person has to be motivated
12. Those who like
their work: ( b )
b) Will have
a better chance to be happy
b. HIH
The Hitchcock, Ibbotson and Hoddlenott Company developed the HIH
test for personnel selection. Its main use is to determine the mental
non-verbal ability in persons with low educational level.
The test consists in a series of 36 incomplete patterns. Examiner
must instruct the candidates to complete the highest amount of series as they
can in 10 minutes. The test also measures the skills of problem solving of a
person when is under pressure. To accomplish this objective, the examiner must
announce when 4 minutes of the time have elapsed.
c. Math Test
4. Guided
Interviews For Direct Labour
The
objective is to implement an effective selection process, using three guided
interviews to co-ordinate the participation of the Personnel, Training (AAMT) and Production
departments.
The
characteristics of the process are:
·
Guided interviews
support the development of the abilities of the interviewer in the selection of
applicants. It is recommended that new interviewers receive guidance from
experienced peers in their first interviews.
·
Each interview has
a specific emphasis:
Personnel : Personal information, family and work
experience.
Training : Overall
attitude and learning abilities.
Production : Teamwork,
work ethics.
·
An important part
of the process is to explain the characteristics of the position and the
expectations of the company to the applicant.
·
The questions
included in the format go through the basic information to be investigated, and
do not exclude the possibility of using extra questions depending on the needs
of the interviewer.
·
Hiring should be a
result of an agreement between the three departments doing the interviews.
Applicants may be rejected at any point if a department strongly feels that
they should not be hired. In these cases, it is not necessary to complete all
three interviews if a decision to reject has already been made.
The
guided interview format has a specific section to include the results from the
previous tests and exams, and presents the interviews in their corresponding
sequence.
Two
questions, marked in italic font, are
repeated in different interviews to confirm the answers of the applicant to
different interviewers.
Each
of the questions will be pre-decided in terms of the weight age and importance
level. For example, a question on a candidate’s experience might have high
importance whereas the people whom he/she stays with (family) might have less
importance. The importance level could be based on the demographics and
geographic location of the factory.
At
the end of each interview, the applicant must be evaluated in four categories: Background, Interest, Communication and
Overall appearance. The rankings go from Unacceptable to Outstanding. Finally, each interviewer must record
his/her decision on hiring in a yes/no format, and add any relevant comments.
The steps to follow
during the interview are:
·
Establish a brief
conversation, to introduce yourself and give the applicant time to relax
·
Ask about previous
experience:
At school, on relationships with
friends and teachers
At previous jobs
Duties and
responsibilities
Job stability and time
spent on each position
Was he/she in charge of
training or supervising others?
Reasons to quit
·
For this
application:
How do you feel during the exams and
tests?
Reaction to working
under time pressure
Explain briefly the position
Training period
Teamwork and incentive
system
Overtime (during
weekdays, on Saturday)
Discipline
For each
characteristic of the position, ask on his/her willingness to follow and observe
the reactions.
·
At the end of the
interview, record in the format:
a) Important issues
(i.e. plans to work for 6 months only, has experience as supervisor, was fired
from previous job)
b) Observations
on the applicant (i.e. active reactions, bad temper, excessively nervous, lack
of interest)
During
the course of the interview candidates will be asked the following types of
questions in order to assess their suitability:
·
Give me an example
of a time where you had to go above and beyond the call of duty in order to get
the job done. How successful were you in achieving this task?
·
Tell me about which
part of the job makes you feel most motivated. Why?
·
Tell me about a
time at your previous jobs when you were given a goal or target that you had to
achieve. How did you go about achieving this goal? Did you achieve the goal and
what did you learn about yourself in the process?
·
Do you ever feel
like not going to work? What do you do when you have that feeling
Observed Behaviour:
The
candidate will be observed while they are carrying out the technical assessment
tasks. They will be assessed according to the way they approach and perform the
tasks that they are given. This assessment will focus on the following
attributes:
·
How much personal
energy did the candidate show at the beginning of the task?
·
How much personal
energy did the candidate show during the task?
·
How persistent were
they in completing the task?
·
Did they complete
the task carefully and precisely or did they do it sloppily without care?
a. Direct Labour
Selection - Interview Form
Name
__________________________ Date ___________
1. REVIEW OF APPLICATIONS (PERSONNEL
DEPARTMENT)
Review
if the applicant matches the characteristics of the Operator Profile of the
plant
(please 3
where ok, attach Application Form with
this document):
_____
Sex
_____
Age
_____
Level of education
_____
Marital Status
_____
Age of youngest child (Ages of other children, child care arrangements)
_____
Time at previous job (Attendance record, reasons to quit, referrals)
_____
Reason of reason from previous job
_____
Multiple siblings
_____
Parents
_____
Currently living with spouse, family, relatives (own/rented acco.)
_____
Transportation to work
_____
Attending school
_____
Tribal allegiance
1. Can you work overtime? (Weekdays and
Saturdays)…………………………………….
2.
What are your short-term plans?...long term?
……………………………………………..
3.
Do you agree with the salary level offered?
………………………………………………..
4. If you were hired, how long would you like
to stay with us? ……………………….……..
|
|
Unacceptable |
Less than Expected |
Expected |
Better than expected |
Outstanding |
|
BACKGROUND |
|
|
|
|
|
|
INTEREST |
|
|
|
|
|
|
COMMUNICATION |
|
|
|
|
|
|
APPEARANCE |
|
|
|
|
|
Comments ________________________________________________________________
________________________________________________________________
Hiring
recommended YES NO Why? ______________________________
Interviewer ___________________________________
2. TESTS (Personnel Department)
|
Test/Rating |
1 |
2 |
3 |
4 |
5 |
|
Score |
|
KSDA
(Time) |
|
|
|
|
|
|
|
|
KSDB
(Time) |
|
|
|
|
|
|
|
|
KSP
(Score) |
|
|
|
|
|
|
|
|
|
|||||||
|
Sewing Tests |
1 |
2 |
3 |
4 |
5 |
Average |
Target |
OK / No |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
||||||||
3. EXAMS (Personnel Department)
English
Comprehension _________ HIH _________
Math _________ Psychometric Test _________
4. STRUCTURED SEWING SKILLS TEST (For
experienced candidates)
Experienced? YES NO Operations _______________________________
5. INTERVIEWS
A) OPERATOR TRAINING (AAMT)
1.
How was your experience at school? Did you enjoy studying and learning?
2.
How do you like to be asked to perform new and different tasks?
3.
What were your difficulties to learn at school and in other jobs?
4. Can you work overtime? (Weekdays and
Saturdays)
5.
Give me an example of a time where you had to go above and beyond the call of
duty in order to get the job done. How successful were you in achieving this
task?
6.
Tell me about which part of the job makes you feel most motivated. Why?
7.
Have you trained or supervised other people?
8. If you are hired, how long would you like
to stay with us?
Explain to the applicant the characteristics
of the training system:
·
Phases : basic exercises, skill
exercises and certification, changes of style
·
Methodology : work with instructors, time studying,
learning curve, quality
|
Unacceptable |
Less than Expected |
Expected |
Better than expected |
Outstanding |
|
BACKGROUND |
|
|
|
|
|
|
INTEREST |
|
|
|
|
|
|
COMMUNICATION |
|
|
|
|
|
|
APPEARANCE |
|
|
|
|
|
Comments ________________________________________________________________ ________________________________________________________________
Hiring
recommended YES NO Why? _____________________________
Interviewer _____________________________
B) PRODUCTION
1.
What has been your experience working in teams (school, work)?
2.
What defects / behaviour from other people bother you?
3.
Would you prefer to perform just one task, or various assignments during the
day?
4. Can you work overtime? (weekdays and
Saturdays)
5. If you are hired, how long would you like
to stay with us?
6.
Tell me about a time at your previous jobs when you were given a goal or target
that you had to achieve. How did you go about achieving this goal? Did you
achieve the goal and what did you learn about yourself in the process?
7.
Do you ever feel like not going to work? What do you do when you have that
feeling?
Explain
to the applicant the characteristics of the training system:
·
Phases : basic exercises, skill
exercises and certification, changes of style
·
Methodology : work with instructors, time studying,
learning curve, quality
|
|
Unacceptable |
Less than Expected |
Expected |
Better than expected |
Outstanding |
|
BACKGROUND |
|
|
|
|
|
|
INTEREST |
|
|
|
|
|
|
COMMUNICATION |
|
|
|
|
|
|
APPEARANCE |
|
|
|
|
|
Comments_____________________________________________________________
Hiring
recommended YES NO Why? _____________________________
Interviewer _____________________________
B. OPERATOR PROFILE
The following table provides a check-list on the profile of the
candidates that will be selected for the plant. This table has been developed
in consultation with Stylecraft Limited management, familiar with local labour
characteristics.
|
Stylecraft Limited |
||
|
CATEGORY |
RECOMMENDATION |
IMPORTANCE |
|
GENDER |
Female |
High |
|
AGE |
18
years minimum, 21 - 30 recommended |
High |
|
EDUCATION |
10
years of education. Any
higher studies are not recommended |
High |
|
MARITAL STATUS |
Single
with no children, Married with children over 5 years old |
High |
|
AGE OF YOUNGEST CHILD |
Youngest
child older than 5 years |
High |
|
TIME AT PREVIOUS JOB |
1
or more years in previous job or no experience at all |
High |
|
CAUSE OF RESIGNING FROM PREVIOUS JOB |
Too
much work, very low salary |
High |
|
SIBLINGS |
Multiple
siblings. Prefer middle or youngest sibling |
Low |
|
PARENTS |
Both
parents alive |
Low |
|
LIVES IN |
With
family or relatives. Owning
or renting a house is not recommended |
Low |
|
TRANSPORTATION TO WORK |
Lives
within walking distance to the plant. Living distance where more than 1 Bus /
Mutate change is required is not recommended |
Low |
|
CURRENTLY STUDYING |
Not
Currently studying |
Low |
|
TRIBAL ALLEGIANCE |
To
be confirmed in Application Form. Local management to decide on preferences /
possible problems |
High |
C. INDIRECT LABOUR
SELECTION - SUPERVISORS
Candidates
for supervisory positions are selected based on their background:
Ø External
For
this high responsibility position, candidates are sought with a professional or
technical degree and background indicating organization and activities focused
to results and leadership. Candidates to supervisors without experience in the
company go through the same tests as instructors, under different minimum
scores.
Once
the tests are satisfactorily concluded, the candidate initiates an interview
process. The interviews include members of the Production Department, as well
as other staff members and plant management.
Ø Internal
(Employee promotions, generally instructors)
The
Training Department identifies those instructors with an excellent history of
results, co-operation with other departments and good behaviour. The main characteristics to evaluate in these
promotions are:
·
High capability of
leadership and organization
·
Ability in learning
procedures and applying methodologies.
·
Experience in
several styles and teams in the plant.
·
Capability to
transmit knowledge and experience.
·
Experience, even
temporary, in personnel management
·
Teamwork and
co-operation with support departments
Production
Department interviews the candidate and evaluates his/her capability and
interest in the position, while explaining the position characteristics and the
company expectations. If the interview confirms the requirements are met, the
candidate starts a three-month probation period. At the end of this period, the
Plant Manager evaluates team results and advance in knowledge and production
control of the candidate to decide on the permanent promotion.
SELECTION PROCESS FOR
SUPERVISORS - Administration Guidelines For Tests
3.
Basic Math (minimum score 18) - Time
limit: 10 minutes
Procedure
for conducting the Wonderlic Test is explained later in the document. For the
HIH and Math tests, the same procedure as explained for operator selection will
be followed. Cut off scores as provided will be used for supervisor selection.
SELECTION PROCESS FOR
SUPERVISORS - Guided Interview 1
Screening/First
round
Complete your notes and
evaluation as soon as the candidate leaves.
SELECTION PROCESS FOR
SUPERVISORS - Guided Interview 2
Resilience
Teamwork
SELECTION PROCESS FOR
SUPERVISORS - Guided Interview 3
Senior/Leadership
Of all
the people we have interviewed for this position, why should we choose you above the other candidates?
SELECTION PROCESS FOR
STAFF Reference check
The Wonderlic test is an easy and reliable tool to measure mental
ability of the candidate in personnel selection processes. The Wonderlic was
designed specifically for adults aspiring to administrative and industrial positions,
and is very useful as an instrument to select and place candidates.
Due to the fact that the results of the test are very accurate
predicting future success in learning situations, they are used frequently as
selection tools in industrial training. The test can be administered
individually or in groups, assuring that instructions are closely followed and
that scoring norms have been appropriately established for each situation.
The Wonderlic test provides an accurate estimate of the individual
adult intelligence. Technically speaking, the test measures the factor "G
general", a primer among many factors in mental capacity. It is not
appropriate trying to measure verbal and mathematical ability through the
Wonderlic. “G general” is a mental condition that crosses the limits of
individual abilities to accomplish an effective learning, develop an efficient
and precise ability to solve problems and to communicate clearly.
The selection of questions included in the Wonderlic and the order
in which they are arranged, provides a wide range of question types, mixed and
consistently structured to increase the difficulty level. Among the questions
included are analogies, analysis of geometrical figures, and problems related
to arithmetic, sentence order, logic, definitions, spatial relations, etc. To
obtain a high score in the test, the individual must possess a high level in
several specific abilities and then manage them constructively in the problem
solving process.
The
Wonderlic test measures the general mental ability but not how effectively the
individual can utilize those abilities.
It is very likely that an individual with higher determination can
perform better than an individual with higher abilities. This statement clearly
implies that many elements as personal abilities and characteristics, learning
ability and experience can contribute to how successful the individual will be
performing his activities.
Sometimes
there is the intention to review the individual questions where a candidate
failed, to determine his verbal or mathematical performance, or to find a
reason to justify his low score. This is
not advised. If additional information is required, it is better to administer
other tests destined to measure the area in question.
The time limit for this test is 12
minutes.
Adjustment of results by age
|
Age |
Adjustment |
|
15-29 |
+0 |
|
30-39 |
+1 |
|
40-49 |
+2 |
|
50-54 |
+3 |
|
55-59 |
+4 |
|
60 + |
+5 |
For example: After adjusting for the age, a 40-year
old candidate with a score of 24, would obtain an adjusted score of 26.
Evidence of age adjustments comes from the improved correlation in test results
with job performance once the adjustment is made.
Instructions to
administer the Wonderlic
After distributing the test, the examiner must say:
“Read the first page
carefully and solve the examples. Do not turn the page until I tell you
to.”
After solving each example and reading all
instructions in the first page, the examiner must ask if all the applicants
understood them. The examiner then says:
“You will have
exactly 12 minutes to answer as many questions as you can. Very probably you
will not be able to answer them all. Work as cautiously as you can, but do not
spend too much time in only one problem.
I will tell you when the 12 minutes have elapsed.”
At exactly 12 minutes, the examiner must ask all the
applicants to stop and gather the tests.
III. INDUCTION AND
TRAINING PROGRAMME
Once the employee has been offered a job, the company will carry
out a formal induction program. The key points of the induction program will be
to communicate the rules and policies of the company and instil in the workers
the key values of the company and its corporate culture.
For direct labour personnel, the induction programme will comprise
the following areas:
·
Introduction
to the company and with direct seniors in the company
·
Plant
tour and introduction to facilities provided (canteen, medical centre, etc.)
·
Company
rules and policies, work hours, payment dates, leaves and holidays, probation
period, etc.
·
Safety
rules and Procedures (medical emergencies, fire drills, etc.)
·
Importance
of regular attendance (absenteeism penalties, turnover)
·
Compensation
Structure - Salary, Production Incentive and Non-production Incentives
·
Training
Programme
The induction programme for direct labour personnel and for supervisors
is included in the following pages of this manual.
A. INDUCTION PROGRAMME
FOR DIRECT LABOUR -
B. INDUCTION PROGRAMME
FOR SUPERVISORS -
B. INDUCTION PROGRAMME
FOR SUPERVISORS (CONTD.) -
C. TRAINING PROGRAMME FOR
DIRECT LABOUR -
After the comprehensive selection and induction procedures, the direct
labour personnel selected for the Plant will undergo training on skills, stamina
and attitude through Stylecraft AAMTâ Operator Training Programme.
This training will be conducted in the AAMTâ Training Centre and in the Sewing Lines. Through this training
programme, operators will learn to sew garments with equal importance being
provided to Quality and Productivity from the start at whatever process she/he
does.
Further details of the operator training programme are available in the
AAMTâ manual.
D. TRAINING PROGRAMME FOR
SUPERVISORS -
As is the case for operators, the Supervisors will also undergo a
comprehensive selection and induction process.
On joining the services of the company, the supervisors will undergo
sewing as well as classroom training. This will provide them with the necessary
skills required to understand garment manufacturing, be able to sew garments
themselves and manage a production line.
Further details of the supervisory training programme are available in
the Middle Management Training Manual.
IV.
INCENTIVE & COMPENSATION STRUCTURE
A.
COMPENSATION STRUCTURE
This section provides the principles that will be applied for developing
the compensation structure for the direct labor personnel at Stylecraft
Limited.
Probationary Period
The company employs workers on a probationary period of three months
after completion of training. During this time the worker will be employed on a
casual basis and paid salary as per Bangladesh labor law.
At the beginning of this period, every employee is informed in writing
that they will be converted to contract workers if they achieve the following
goals. However, if the worker is able to achieve the desired efficiency level
ahead of the six-month period (given a minimum of four-month period) then they
are converted to a full time contracted worker provided that they have achieved
the other criteria.
·
98% attendance rate
·
50% average weekly
performance rate
·
Satisfactory performance
in the training classroom.
On Confirmation the
following Benefits would be provided
Stylecraft personnel department to add.
B. NON-PRODUCTION INCENTIVE
SCHEMES
Incentives to control
Absenteeism and Labour Turnover
Turnover
In order to combat turnover the company generally use of a "Retention Bonus". The
following is an example of the same
Every month the company awards
each operator a bonus. This bonus set is
at 5% of their take-home salary. However, the company will inform each operator
that this bonus will not be paid out to them but rather it will be held 'in
trust' by the company and will only be paid out to the operator after they have
completed 12 months of service with the company. (The bonus is paid in the
third month after the 12-month period.)
After 12 months the scheme starts again but this time the bonus amount
will be increased @ 7.5% per month. At the end of the 24th month this amount
will be paid out to the operator. Employees will qualify for this Retention
Bonus only if they are in employment of the company up to the time of payment of the bonus.
Absenteeism
In order to combat absenteeism the company use a 'carrot-and-stick' approach.
Workers will receive an Attendance bonus if they have a 100% attendance
level. This bonus will be awarded on a monthly basis. The company fixes a flat
amount for this bonus of one day Salary. The workers that receive this bonus
receive a badge indicating that they have achieved an excellent attendance
record.
On the flip side the company introduce an "Absenteeism Penalty".
If a worker is absent for 10 days in a month without explanation, he/she
receives a written warning from the Personnel Department.
Beyond this, if a worker is absent for another day in the month without
explanation, then he/she is served a show cause notice asking for dependable
explanation . If the explanation seems not acceptable, rather than habitual
then terminated from the services of the company.
Theft and Pilferage
As part of the induction program Stylecraft employees will be made aware
both verbally and in writing that any incident of proven theft or pilferage
will result in immediate dismissal.
The company institutes a zero-tolerance policy for all acts of theft or
pilferage or of moral turpitude. The company has employed female security
guards to carry out inspections and also inform the workers that any occurrence
of theft or pilferage is to be reported to the police for further legal action.
The company has given the workers an ethical lesson so that they can identify
the ills of theft.
Star Operator Scheme
Stylecraft Limited has introduced a system for rewarding the best
performing operators from the Cutting Room, each Sewing Line and from the
Finishing and Packing Room. The objective of this scheme is to convey to the
workers of the company that Stylecraft Limited has been recognising and
rewarding hard work and efforts on the part of its employees. This scheme is in
addition to the production and non-production incentive schemes those are on
practice.
The following text provides the procedure to be followed for the
selection of the "Star Operator" from each sewing line. These
procedures will be introduced for the Cutting and Finishing Rooms as well and
added to this document.
Star Operator - Sewing
Line
Achievement of 0% absenteeism in the month will be a pre-qualifier for
an operator to be considered for the Star Operator calculations.
A star operator is normally selected from each sewing line, based on the
following three parameters:
1. Performance levels achieved in comparison to the target levels specified for the
particular operator according to his/her specified grade. This will be used as
follows:
·
Once operators have
completed their sewing training, they are graded in to "Grades" based
on their skill level, experience, flexibility and efficiency. Target
performance levels for certain grades of operators are different from the rest. For example, operators designated
as Floaters (or Utility Operators) will have a high level of flexibility in
terms of number of operations performed and will be used for line balancing and
for operations that have absenteeism. Since these operators will be shifted
frequently, their target performance will be kept at a lower level than an
operator who is expected to perform only a limited number of operations in a
style.
·
The average monthly
performance achieved by an operator in comparison to her target performance
will be used to compute the "Percent Performance Achieved". For
example, if a Floater operator has a target performance of 90% and achieves 87%
average performance for the month, the % Performance Achieved will be 87/90 viz.
87%.
2. Discipline exhibited by the operator which would include factors like: reporting on
time, willingness to shift across operations when need be, house keeping,
general conduct in the factory, receptivity towards the systems and willingness
to listen. The grades against this criteria will be assigned by the Line
Supervisor, after review with Production Executive on a scale of 0 to 100.
3. Quality Levels: The quality levels of the operations performed by an operator will be
computed and used for evaluation of the Star Operator.
·
This criterion will be
applied in a similar manner as the Performance Level. Monthly In Line DHU
(Defects per Hundred Units) levels of the operator will be compared to target
levels. Target DHU levels for all operators will be kept at zero.
·
The DHU level of each
operator will be subtracted from 100 in order to compute the achievement in
this area.
·
The Monthly Individual In
Line Sampling form (included in the annexure) will be filled for each operator
by the In Line Random Sampler and will be summarised on a monthly basis to
compute DHU for the month.
Using the % Performance Achieved, 100-DHU and Discipline, a weighted
average will be calculated for all qualifying operators (0% absenteeism) in the
sewing line. The operator with the highest weighted average will be the Star
Operator for the month.
The table on the following page provides an example on the computation
of the Star Operator in a sewing line. It should be mentioned here that asking
speed with accuracy also plays a pivotal role to for such consideration.
Illustration on
computation of Star Operator - Sewing Line
Operator of the Week
scheme
The operator of the week is selected based on the performance levels and
week’s full attendance record. From each assembly line, one star operator is
selected, and gets a box of sweets or a home utility item along with a star put
on his/ her machine table, which acts as a motivation for the operators who are
close behind in the race.
Beside these, other schemes can also be devised based on the situation
existing in Bangladesh. The key to the success of the scheme depends much on
how the operators are handled by the factory management, and also on the
respect levels the factory management is able to command from the operators.
The overall policy of the stylecraft management is to enable the working
forces to stimulate their intrinsic and dormant creative intuition for a better
performance.
C. PRODUCTION INCENTIVE
SCHEMES
This part of the HR manual covers the incentive scheme design for
Stylecraft Limited. This scheme has been so designed that all operational
areas, once stabilised, would motivate and promote overall factory performance.
The benefits of introducing such a scheme would ensure reducing
conversion cost per garment and would provide opportunity for increased
earnings for the operators for their efforts. The factory achieves a lower
conversion cost as the productivity increases at a higher rate than the offered
monitory benefits.
The incentive scheme covers the following areas:
Sewing Room – Individual incentive scheme
Cutting Room – Group incentive scheme
Finishing Room – Combination of Individual and Group incentive scheme
The incentive scheme has been decided to be introduced in a phased
manner. This is because the company would like to keep something "up its
sleeve" in case Phase 1 proves less than successful in optimising the
efficiency of the plant.
Production Incentive
Schemes - Phase 1
1.
Sewing Room
Objectives - The objectives of the incentive scheme designed for Stylecraft Limited
are to encourage:
ü
Performance
ü
Flexibility
ü
Attendance
 |
Pay
Fixed Amount
% Performance
The devised incentive scheme, for an individual, comprises of two
components of his/her earnings:
a) Fixed amount (Base Pay) and
b) the performance-based variable amount
The fixed amount is based
upon
1. The guaranteed minimum amount specified by the government and / or local
standards
2. Grade of the operator as decided
by the AAMT department
The variable amount is based
on the performance of the operator.
The incentive rate is the same for all grades of operators. For
operators of higher grade, an increase in earnings results due to a higher
fixed amount
The incentive amount is decided as per the following criteria
a) Average Salary in the region
b) The Incentive pull the management wishes to provide
In addition the operators could be offered a flexibility bonus, depending on their skills. Additional benefits
are associated while training/learning a new skill. With new acquired skills, the operator can
aim for a higher grade and hence, a higher fixed amount.
Besides the above, an attendance
bonus could be extended to regular operators
Summary of the Incentive
based Payroll Scheme:
ü
Guaranteed minimum
payment.
ü
Payment linked directly
to performance
ü
Off standard and paid
leaves are paid as per fixed amount
ü
Flexibility rewarded by a
higher grade, thus a higher fixed amount
ü
Incentive rate is the
same for all grades of operators.
ü
% Amount as an attendance
bonus
Incentive Scheme for
non-sewing operators:
This is very similar to the scheme for the operators. The difference is
that there is no flexibility bonus for the non-sewing operators. The
productivity and attendance bonuses are the same as that for the operators.
2. Cutting Room
The incentive scheme is a group incentive scheme, with a deduction in
cases where quality is unacceptable. This is so devised, as the work of the
cutting room is more collective and group based than the sewing room. Also, a
number of operations in the Cutting Room can fall under the "un-measured
work" category of Off- Standard.
Again all operators are given a fixed
amount. The variable amount is computed as:
1. Target levels are set for the cutting room
2. Garment values are established for styles in production based on work
content
Incentive pay = No. of garments produced above target x Value/garment
This figure is adjusted for the quality level of output. A formal audit mechanism at the end
of the cutting room process is carried out on each operation. For example
cutting, ply numbering, fusing, matching and bundling defects.
For each week, the total incentive pay is summed and distributed amongst
the cutting room personnel. This can be a weighted average for the Cutting In
charge, Cutting Masters & Cutters and all the Operators.
3. Finishing Room
The incentive scheme for the finishing room is a combination of an
individual incentive (for the final pressers, button hole and button stitch
operators, etc.) and a group incentive scheme for the rest of the operators.
The pressers (final) will be on piecework. SAMs will need to be set for
this operation and a yield rate (Value/SAM) computed. The computation of earned
pay will be based on this.
Group incentive will be applied to all non-pressers (final), based on
output, given that the shipment has been passed by the buyers' Inspectors as
well as the internally conducted Pre-shipment Audit, which is done by the
Quality Assurance Manager. An AQL or other inspection failure will invalidate
the incentive pay.
Basic operation is similar to the cutting room scheme. The design of the
scheme is as under:
1. Target levels are set for all operations based on SAMs and target
efficiency levels.
2. Incentive pay per day for each operator is decided as the additional
incentive.
This figure is adjusted for the quality level of output (similar to
cutting). A formal audit at the end
of the finishing room process is carried out based on the buyer’s final
inspection.
If a style does not meet requirements in the final inspection by the
buyer, the incentive pay for the days during which that style was produced will
not be given.
Production Incentive
Schemes - Phase 2
In Phase 2, Stylecraft Limited could award a Certificate of recognition
to the top 01 worker of the whole production line who would be awarded Taka 200
for the month.
Criteria
·
This program would be on
a monthly basis.
·
It would be applicable to
the top 05 highest in average efficiency of the whole production line.
·
That the worker was not
absent for a single day during the month.
Incentive Recognition
·
That each of the top 01
is entitled to receive a Certificate of Recognition.
·
The management at the
plant office every second Monday of the following month would give the
Certificate.
·
An amount of Taka 200
would be given to the worker.
Any worker receiving a minimum of 6 such certificates would be entitled
to having his / her name put on a board prominently displayed on the shop floor
and a Bonus of (say) Taka 1200 at the plant's annual function.
D. WORK ENVIRONMENT
In order to confirm the healthy environment of the company it is to be
noted that it has already been ensured. Still the management is doing its best
furthering more facilities for the workers within its make-up ensuring the
standards of their lives.
Canteen
The company has a built canteen with desired facilities for the workers.
The management still trying to afford with modern amenities and affinities to
satiate the healthy environment a canteen should be comprised of.
Toilets
The company has been maintaining the required toilets for the workers
and staffs as per required compliance
standards. The toilets are always kept spotlessly clean and fully disinfected.
Medical Facilities
The company has a fully equipped first aid centre on-site staffed by a
properly trained nurse. The company arranged a doctor to visit the clinic at
the factory for the full time.
Uniforms and Badges
Most factories in Bangladesh do not make use of a uniform, however
Stylecraft Limited has a strict uniform policy and is properly executed. The
factory has16 production lines.
Each section has a separate colored uniform by which each section can be
identified easily and complied with the local culture.
The company has been using these badges as a tool to create some sense
of pride and heritage of the company. The goal of this is purpose is to enable
the workers and the stuffs to be the
pride member of the team and of its spirit.
Working Hours
Only 48 scheduled hours are fixed
normally for a worker per week. Working hours starts from 0800 hours to 1700
hours with the break of 1 hour for lunch and a 2 hours over time is done if
necessary but not exceeding 12 hours per week in accordance with the local law.
But never against ones sweet will.
Public Holidays
The company follows the list of public holidays as per the local labor
law . This list is properly displayed and workers are informed accordingly.
Annual Leave Policy
As per the local laws of Bangladesh, the company has been following
annual leave policy in place. Each worker entitled to 16 days of holiday per
year. These holidays are paid fully to
all workers. A worker would not be allowed to take a holiday outside of these
specified times. If the company requests any worker to work during any of these
holiday periods then the worker will be paid at the prevailing overtime rate
for the hours worked.
Sick Leave Policy
The company has a sick leave
policy for all workers and staffs. A worker is allowed to take at a maximum 14
days of sick leave per annum with full pay. In order to qualify for these days
the worker must produce a certificate from a doctor. The worker must produce
this certificate within 24 hours of returning to work. If the worker is unable
to provide such a certificate then these days will be treated as absent days.
Staff Welfare &
Community Relations
The
company is providing some recreational facilities for its workers in the form
of Annual Picnic, Debates, Site seeing, Annual Sports, Prize giving ceremony,
Co-operative Society, Group Insurance etc. In addition, the company has been
building interpersonal relations with the community round the factory and other
social well-fare clubs engaged in eradicating illiteracy programme and
maintaining Child Care Centre within the factory premises, helping the
matrimonial functions of the needy workers .
V. LABOUR
TURNOVER AND ABSENTEEISM
Labour turnover and absenteeism are two terms that can directly and
adversely affect the productivity and hence the general working of the factory.
Labour turnover refers to the loss of workforce over a period of time
and absenteeism is the ‘staying away’ of the workforce from work. Every factory
has to learn and incorporate measures to lessen the impact of these ‘as much as
possible’.
Labour Turnover and Absenteeism are two separate issues and hence need
to be addressed separately. To solve these problems effectively it is necessary
to know the reasons, which cause them to occur.
Absenteeism Control
Absenteeism is a stimuli to workers morale deviation that is
non-compliance to the vested responsibility. If it is not properly checked in
time, it will indeed detoriate the quality and volume of production and
ultimately hampers business at large.
To discourage or reduce absenteeism, the authority at first to locate
the root causes of the tendency of the cause through respective supervisors—who
directly handle them. If the responsibility of a worker is not properly
translated that is the effect of his or her absence shall cause the particular process
he / she does and causes the production motion slow and quality abusing.
Sometimes this leads to delay in shipment and create buyers dis-satisfaction.,
Workers in general, should have a basic knowledge at least about the
effect of quality abuse beyond tolerance and of delay shipment. As it is said, ”Consciousness
refrains a man or woman from committing any deed non-compliance to his/her
logical behaviour”.
1. Find the ‘actual’ reason for abstaining from work.
2. For seemingly un-genuine reasons, find out causes of operator
dissatisfaction.
3. Counsel operator to change his/her way of reacting and responding to
discontent.
4. If it is ‘inter-personal related’, address the issue by bringing both
parties together.
5. If it is ‘work environment related’, discuss issues with supervisor and
address them.
Besides the above-mentioned detailed procedure, the management should
adopt preventive measures to effect low absenteeism. These measures would be
put into use periodically to achieve greater work satisfaction amongst operators.
It is said that if a good job is properly recognised, it discourages two
unwanted job and exhilarate next better one. The measures that the factory
management should use are:
1. Recognize individuals who are regular in their work habits.
2. Provide an environment which is congenial and attractive
3. Communicate benefits of ‘incentives’ earnings on better performance.
Controlling Labour
Turnover
Labour Turnover is an issue, which gauges the management on a lot of
aspects of their working besides other external factors. The increase or
decrease of turnover is directly dependent on the way the management has dealt
with various issues of the labour. The aspects, of the management, which could
affect Labour Turnover, are:
1. Selection
2. Hiring
3. Orientation
4. Training
5. Monitoring
6. Motivation.
It
is very important that the management even ‘selects’ the right set of
candidates for a position in the factory. The management should study/analyse
the following aspects prevalent in the surrounding factory environment:
1. Employee
Hiring Strategy
a. Initial Contact
b. The Screening Interview
c. The Test Battery
d. Reference Checks
2. To
cut turnover, learn why people leave (perform end-of-job interviews)
3. Learn
when they leave
4. Understand
Training needs of the personnel
5. Address
personal needs of each employee
The preventive measures the
management should take, to curb Labour Turnover are:
1. Study and analyse expected monitory benefits periodically
2. Define job profiles clearly
3. Promote operator-management interactions at even the ‘out-of-work’
level.
4. Involve operators in decision making at lower levels and recognize their
inputs
5. Deal sternly with any mis-conduct, bias and non-compliance to factory
rules
6. Train staff on how to deal with situations.
7. Provide cordial work environment
8. Provide basic convenience to operators to ‘work’.
9. Confidence on job security.
The management should study the reasons, which cause these issues and
accordingly react to the situation. Handling the human resource is an on-going
task, which the management deals with. Hence, it should try and incorporate as
much of their daily learning in understanding and providing the workforce with
a healthier environment to work.
VI. JOD DESCRIPTIONS & PERFORMANCE APPRAISAL
SYSTEM
A. JOB DESCRIPTIONS
The following pages
provide a detailed job description of each of the positions listed below.
1.
Plant Manager
2.
Quality Assurance Manager
3.
Cutting Room Manager
4.
Production Executive
5.
Finishing Manager
6.
AAMT(Advanced Analytical Method of Training)
Co-ordinator
7.
Operator Trainer
8.
Industrial Engineer
9.
Line Supervisor
The purpose of these
job descriptions is to:
·
To support
recruitment and selection
·
To assist induction
of new staff
·
To guide appraisals
of performance
·
To direct
management and staff training
1. Plant Manager - Job
Description
Job Title: Plant
Manager Department: Production
Reports to: Directors and General Manager Dept.
Head: GM
Last updated: June, 2003
Job Number: PM/001 Location: Factory
A. Job Purpose
To support the organisation in co-ordinating, supervising and monitoring
all production activities from cutting through to finishing. This includes
manpower distribution in line with technical specifications of the order so as
to achieve production, quality, performance and cost targets, maintain employee
discipline and welfare, ensure house keeping and safety of the plant to meet
with compliance requirements.
B. Job Responsibilities
- Direct,
guide & monitor production staff on a daily basis from cutting through
to finishing to ensure targets are achieved & quality is met. This
includes ensuring all technical specifications; production requirements
& delivery dates are met.
- Ensure
all executives follow the company’s internal system diligently.
- Update
the Directors and General Manager on the production status and resolve
any problems mutually to ensure the order is executed as per buyer
specifications. This includes pre-empting any quality issues and resolving
them in time.
- Organise
and utilise manpower capacity to the maximum to ensure that production
targets are achieved on a day-to day basis on the sewing floor. Do
production planning for the entire facility.
- Maintain
welfare & discipline of production staff to ensure productivity is
achieved. This includes suggesting & implementing steps to maintain
positive motivation.
- Act on
weekly concern reports given by PE/IE/AAMT Coordinator/Cutting
In-charge/Finishing In-charge departments. Do performance appraisals of
these personnel.
- Maintain
and enhance the housekeeping, safety and layout of the factory to meet
compliance requirements. Discuss and resolve any major issues with the
Factory Manager and co-ordinate with the concerned department managers as
required.
- Carry
out other related tasks as and when required.
C. Job Size
- No of
staff supervised : approx. 1050
- Production
target/day : 9600 (@ 75% efficiency)
- Efficiency
target : 75%, weekly average
D. Job Context
- Interaction with other departments. The jobholder needs to interact with members from
various departments. For example provide solutions to quality issues in
conjunction with QA staff, co-ordinate with Stores to resolve shortage in
production material and with Merchandising with regards to delivery dates.
- Direction received. The role is fairly autonomous except for
instructions received from the Technical Manager on major production
issues such as planning the factory layout.
- Travel. No
travel is involved in the role.
G. Job Challenges
The jobholder needs to make decisions and be responsible for them. Hence,
he needs to weigh up options logically before making recommendations of
solutions to problems. He should be in complete control of a situation at any
given time within his department. He should be able to manage and motivate his
staff positively.
F. Qualifications & Experience/Job
Skills
1. Must
hold a related bachelor’s degree such as Humanities or Commerce.
2. A
minimum of 5-7 years experience, specifically in managing production lines of
at least 300 machines.
3. Knowledge
of apparel manufacturing techniques and systems is essential.
4. Fluency
in English
5. PC
skills are essential – specifically Excel, Word and E-mail.
G. Critical Personal/ Professional
Qualities
- Communication
skills
- Decision
making
- Team
orientation
- Management
of time pressure
- Initiative
- Attention
to detail & accuracy
2. Quality Assurance
Manager - Job Description
Job Title: Quality
Assurance Manager Department: Quality Assurance
Reports to: Plant
Manager Dept. Head: GM
Last
updated: June , 2003
Job Number: QA/001 Location: Factory
______________________________________________________________________
A. Job Purpose
To support the factory organisation in providing a comprehensive quality
assurance service to the production department. This involves ensuring
production quality through problem-solving techniques if required, on a
day-to-day basis so that delivery can be done on time. To ensure that the
customer's requirements are satisfied with a minimum total quality cost.
B. Job Responsibilities
1. Assess production reports received from production lines / areas and
identify problem areas to provide solutions. These reports include fabric
inspection, cutting room reports, in-line inspection, end-line inspection,
finishing room, laundry, reconciliation and rejection reports through to
pre-final and final reports.
2. Interact with QA Manager at Group H.O. / Merchandisers on critical
issues of fabrics, trims and other day-to-day technical problems such as size specifications,
washes, etc to provide solutions.
3. Supervise the final gradation of size specifications for the production
once fabric shrinkage is carried out to ensure that buyer’s specifications are
met.
4. Make quality evaluations such as level of quality on a weekly basis to
provide feedback to the Plant Manager.
5. Supervise and guide quality controllers in production areas. This
includes pre-empting expected problems, in conjunction with the quality
controller so that production dept. can be prepared for them in advance.
6. Check garment rejections, reassess and improve them so that quality
pieces are shipped.
7. Supervise wash approvals of garments to confirm whether buyer’s
requirements are met.
8. Conduct surprise quality checks on garments produced to ensure quality
standards are met.
9. Carry out other related tasks as and when required.
C. Job Size
1. No. of staff reporting : 30-40
2. No. of pieces reviewed daily :
20-25
D. Job Context
1. Interaction with other
departments. The jobholder’s role is supervisory, delegatory
and guiding with regards to the quality assurance departments of the factory.
Apart from this, the role involves co-ordination and participation in problem
solving with members of the merchandising department.
2. Direction received. There is a large amount of autonomy in the role except for major
issues/problems that will be referred to Group H.O.
3. Travel. No travel is involved in the role.
E. Job Challenges:
The jobholder needs to manage time pressure to ensure quality and timely
delivery.
F. Qualifications & Experience/Job Skills:
- Must
hold a garment technology degree from a reputed university such as NIFT or
its equivalent.
- A
minimum of 5 years experience in the garments industry and 2 years as a
Quality Assurance Manager or any similar position.
- Knowledge
of quality management techniques is essential.
- Be able
to exercise the total quality control function within the factory and
covering all stages of manufacturing from cut to the final shipment of
orders in order to ensure timely delivery.
- Be able
to formulate/implement plans and systems to achieve the corporate goal –
“Quality on time”
- PC
skills are essential – Excel, Word and E-mail.
G. Critical Competencies:
- Communication
skills
- Management
of time pressure
- Attention
to detail & accuracy
- Decision
making
- Team
orientation
- Analytical
thinking
3. Cutting Room Manager -
Job Description
Job
Title: Cutting
Room Manager Department: Production-
Cutting
Reports
to: Production
Manager Dept. Head: Plant Manager
Last updated: June 2003
Job Number:
CRM/001 Location: Factory
A. Job Purpose
To support the Production department in providing cutting requirements
as per the loading plan to ensure that objectives of quality and quantity are
met. This includes preparation of a plan for making graded patterns,
coordination and follow-up on fabric issue, defects and shortage, and report
writing on weekly production, fabric numbering, approval for cutting, etc.
B. Job Responsibilities
- Coordinate
cutting requirements with the Plant Manager as per the loading plan to
ensure production output per day is met. Then, draw up a cutting plan
based on the fabric received for the particular order. Once this is done,
prepare a marker issuance report so that the paper pattern for bulk
production can be drawn to include fabric shrinkage and size ratio
required for the order.
- Coordinate
with the QA department to ensure a sample evaluation report for a
pre-production sample is prepared prior to bulk cutting so that corrective
measures can be incorporated at final production if required.
- Coordinate
and follow-up with production, QAD and Stores with regards to fabric
issue, defect & shortage to ensure that all requirements are met prior
to bulk cutting. Once this is done, coordinate with the sewing department
to resolve any problems encountered e.g. fabric shortage or damaged
pieces.
- Prepare
a weekly projection report of the pieces to be cut per style to ensure
requirements prior to bulk cutting are met.
- Check
the paper pattern (marker) of all styles prior to bulk cutting to ensure
that all parts of the garment are included. Once parts are cut, do a
random check of all the cut parts and a thorough check of the parts
inspection report so that cutting errors are rectified.
- Follow-up
on the comparison of the bulk fabric shade bands and approved shade bands
and prepare a report to ensure that shade requirements are met prior to
the bulk cutting process. In case of denim fabric rolls, compare the denim
shade grouping report with the rolls to ensure that the groups do not
exceed the tolerance i.e. there should not be more than 4-5 shade groups.
- Provide
Cut related information to the Bundle Ticket printing department and
co-ordinate, along with the Industrial Engineering department the issue of
bundle tickets for each style
- Guide
the numbering helper with regards to placing the sticker as required to
ensure that it is not within the sewing/embroidery allowance.
- Prepare
a manpower requirement of the numbering and fusing sections on a weekly
basis to ensure workers are optimally organised to meet the expected
production capacity of the sewing lines.
- Attend
production and pre- production meetings to resolve any problems within the
department so that the cutting targets are achieved easily, the process is
simplified and quality standards are met.
- Carry
out any other related tasks as and when required e.g. assist in fabric
inspection, shade band grouping & sample cutting to complete backlog
of work.
C. Job Size
- No. of
pieces cut per day : 10, 000
- Cutting
Room Efficiency : 75%
D. Job Context
- Interaction with other depts. The jobholder needs to guide and support the pattern
and marker makers. Also, he should share information with regards to
fabric shortfall, damage, etc with merchandisers and guide them
appropriately. Apart from this, he needs to cooperate in providing the cut
pieces as per the schedule so that production within other departments can
be completed in time.
- Direction received. The jobholder’s role is autonomous, except for
direction received from the Plant Manager with regards to cutting
requirements as per the loading plan.
- Travel. No
travel is involved in the role.
E. Job Challenges
The jobholder should guide and train his sub-ordinates as required. This
requires patience, physical energy as well as the ability to prioritise tasks
and manage them well in order to ensure quality on time. The jobholder needs to
ensure that his subordinates cooperate with each other in achieving production
targets and be willing to increase working capacity or change plans without
prior notice if required.
F. Qualifications & Experience/Job Skills
- Must
hold a relevant bachelor’s degree such as Humanities or Commerce.
- A
minimum of 7-8 years experience in the cutting department of a garment
firm, specifically planning schedules in terms of capacity vs. output,
fabric shrinkage allowance, defects, shade differences, etc.
- Knowledge
of state-of-the-art machines and operator on an automatic cutting room.
G. Critical Personal /Professional Qualities
- Communication
skills
- Planning
& organising
- Attention
to detail & accuracy
- Initiative
- Management
of time pressure
- Team
Orientation
4. Production Executive -
Job Description
Job Title: Production
Executive Department: Production
Reports to: Production
Manager Dept. Head: Plant Manager
Last updated: June 2003
Job Number: PE/001 Location: Factory
A. Job Purpose
To support the sewing department in co-ordinating, supervising and
monitoring all production activities. This includes technical specifications of
the order so as to achieve production, quality, performance and cost targets,
maintain supervisor and operator discipline and welfare.
B. Job Responsibilities
- Direct,
guide & monitor sewing lines on a daily basis to ensure targets are
achieved & quality is met. This includes ensuring all technical
specifications, production requirements & delivery dates are met.
- Update
the Plant Manager on the production status and resolve any problems to
ensure the order is executed as per buyer specifications. Provide the
Plant Manager with Weekly Concern reports. This includes pre-empting any
quality issues and resolving them in time.
- Organise
and utilise manpower capacity to the maximum to ensure that production targets
are achieved on a day-to day basis on the sewing floor.
- Maintain
welfare & discipline of production staff to ensure productivity is
achieved. This includes suggesting & implementing steps to maintain
positive motivation.
- Do
performance appraisal of supervisors, operators and helpers in sewing
floor.
- Carry
out other related tasks as and when required.
C. Job Size
- No of
staff supervised : approx. 125
- Production
target/day : 3,500
- Efficiency
target : 75%, weekly average
D. Job Context
- Interaction with other departments. The jobholder needs to interact with members from
various departments. For example provide solutions to quality issues in
conjunction with QA staff, co-ordinate with Stores to resolve shortage in
production material and with Cutting with regards to cut part feeding.
- Direction received. The jobholder’s role is autonomous, except for
direction received from the Plant Manager with regards to sewing
requirements as per targets.
- Travel. No
travel is involved in the role.
E. Job Challenges
The jobholder needs to make decisions and be responsible for them.
Hence, he needs to weigh up options logically before making recommendations of
solutions to problems. He should be in complete control of a situation at any
given time within his section. He should be able to manage and motivate his
staff positively.
F. Qualifications & Experience/Job
Skills
1. Must
hold a related bachelor’s degree such as Humanities or Commerce.
2. A
minimum of 3-5 years experience, specifically in managing production lines of
at least 100 machines.
3. Knowledge
of apparel manufacturing techniques and systems is essential.
4. Fluency
in English
5. PC
skills are essential – specifically Excel, Word and E-mail.
G. Critical Personal/ Professional
Qualities
1. Communication
skills
2. Decision
making
3. Team
orientation
4. Management
of time pressure
5. Initiative
6. Attention
to detail & accuracy
5. Finishing Manager -
Job Description
Job Title: Finishing
Manager Department: Production –
Finishing
Reports to: Production
Manager Dept. Head: Plant Manager
Last updated: June,2003
Job Number: FM/001 Location: Factory
A. Job Purpose
To
support the organisation in providing a comprehensive Finishing service to meet
the set quality standards. This includes planning and implementation of systems
and procedures for the processing of garments through the Button Hole/Button
Attach section, Trimming/checking division, packing/folding/pressing section
through to laundry and bundling.
Actually
the job of a Finishing Manager varies from apparel styles—say oven or knit. Furthermore, the instruction of
‘Buyers’ as to how to pack the garments—asking for color ratio, size ratio and
quantity in each carton. So he is to schedule the finishing plan as per buyer’s
instructions and the volume of production per day in the factory and the
shipment date.
B. Job Responsibilities
- Check
the order sheet and provide the necessary materials priority wise before
the start of the finishing process to ensure all purchase orders are
processed without any stoppages, requirements are met and quality is
achieved.
- Plan
systems and procedures and organise them to ensure garments are finished
appropriately to meet delivery dates e.g. delegate the button hole/button
attach section to prepare 10 sample pieces for inspection, list down
critical areas that need improvement and provide guidance in carrying out
the corrective measures. Once this is done, prepare a report for ready
reference.
- Set
specific target for each style to ensure the helpers and machine operators
are working to capacity on a day-to-day basis to meet delivery schedules.
- Prepare
a plan on a day-today basis of styles to be processed for pressing. This
includes preparing detailed steps to achieve the plan, guiding the leaders
in their implementation and checking quality from time to time to ensure
pressing/folding standards are met. For e.g. review the buyer’s approved
sample and set the steps for inspection of garment folding.
- Coordinate
with the Technical Assistant to prepare a Packing plan and supervise the
packing of orders to ensure shipment schedules are met. Coordinate with
the Plant Manager to resolve any problems that delay shipment schedules.
This includes providing the appropriate information to the shipping
department.
- Prepare
a laundry-loading plan and discuss it with the Wet Processing Manager and
Plant Manager to ensure the appropriate preparations are completed in
advance. Also, supervise bundling activities (counting of garments &
making bundles) for the button hole/button attach section.
- Carry
out other related tasks as and when required depending upon the styles and
buyers instructions.
C. Job Size
- Finishing
Room efficiency : 75%
- No.
of buttonhole/button attach
pieces/day : 10,000
- No. of
Trimming/Checking pieces/day : 10,000
- No. of
pieces pressed/folded/packed/day : 10,000
- No. of
carton made per day.
D. Job Context
- Interaction with other depts. Coordination with the Sewing department is required
prior to implementing schedules for finishing activities.
- Direction received. The jobholder’s role is fairly autonomous except for
instructions received from the Plant Manager on the loading plan on a
daily basis.
- Travel. No
travel is involved in the role.
E. Job Challenges
The jobholder needs to manage time pressure in achieving targets and
deadlines for shipment schedules.
F. Qualifications & Experience/Job Skills
1. Must hold a relevant bachelor’s degree majoring in Humanities or
Commerce.
2. A minimum of 7-8 years experience in the finishing section of a garment
firm.
3. Technical sewing skills are essential, specifically in buttonhole/button
attach, bar tack & quality assurance procedures. Must have the ability to
identify quality problems in the garment.
G. Critical Personal/Professional qualities
1. Communication skills
2. Attention to detail & accuracy
3. Planning and organising
4. Management of time pressure
5. Team orientation
6. Decision making
6. AAMT Co-ordinator -
Job Description
Job Title: AAMT
Co-ordinator Department: Production –
Training
Reports to: Production
Manager Dept. Head:
Plant Manager
Last updated: June 2003
Job Number: AAMTC/001 Location: Factory
A. Job Purpose
To
establish and deliver a professional training service to the plant, thereby
ensuring that human resources are effectively utilised and developed to meet
current and future business objectives. This includes the establishment of a
service to production through the training and retraining of sewing operators
on all jobs in the production of quality apparel.
B. Job Responsibilities
- Key
responsibility is the good performance of the Operator Trainers and sewing
operators under training.
- Maintenance
of job method descriptions of each of the jobs for which the service is to
be provided, and the setting up of training course for the training of
operators. The training courses for each job include basic job exercises
and stamina exercises, together with appropriate controls, records,
quality specification’s and quality audits.
- Operation
of training courses to ensure that employees in training reach the
required levels of production and quality.
- Close
co-ordination and cooperation with Plant Manager for the integration of
training schedules with production schedules. Provide Plant Manager with
Weekly Concern Reports.
- Preparation
of training courses covering each job/operation in the sewing area.
- Instruction
of production supervisors in the aims, methods and techniques of the AAMT
training programme. Coordinate with Supervisors in order to integrate the
training programme with the production and quality goals.
- Maintain
overall training records and controls for individual operators, along with
daily gum sheets.
- Summarise
information for, and preparation of, weekly AAMT operator training
reports. Conduct special or disciplinary meetings with trainees whose
progress is unsatisfactory.
- Liaison
with the Industrial Engineering department in connection with job rates
(Standard Allowed Minutes) and method changes for all sewing operations
for styles manufactured in the Plant.
- Participate
in the selection of qualified candidates to develop as AAMT operator
trainers and supervise their development.
- Plan
and organize the training program in coordination with the Plant Manager.
- Participate
in the selection of candidates as operators.
- Co-ordinate
the operator graduation, balance the instructor workload and present the
training program of new operators.
C. Job Size
- No. of
staff supervised : 25
- Frequency
of success : 90%
- Cost of
success : On budget or better
- Length
of time success : On budget or better
D. Job Context
- Interaction with other depts. Coordination with the Sewing department is required
in order to schedule training activities and align these with production
goals.
- Direction received. The jobholder’s role is fairly autonomous except for
instructions received from the Plant Manager on the production plans, as
per requirement.
- Travel. No
travel is involved in the role.
E. Job Challenges
The jobholder needs to manage time pressure in achieving targets and
deadlines for training schedules of trainers and operators.
F. Qualifications & Experience/Job Skills
1. Must hold a relevant bachelor’s degree majoring in Humanities or
Commerce.
2. A minimum of 5-7 years experience in the sewing section of a garment
firm.
3. Technical sewing skills are essential. Must have the ability to identify
quality problems in the garment.
G. Critical Personal/Professional qualities
1. Communication skills
2. Attention to detail & accuracy
3. Planning and organising
4. Management of time pressure
5. Team orientation
6. Decision making
7. Persuasion
8. Determination
9. Selling and diplomacy
7. Operator Trainer - Job
Description
Job Title: Operator
Trainer Department: Production –
Training
Reports to: AAMT
Co-ordinator Dept. Head: Plant Manager
Last updated: June, 2003
Job Number: OT/001 Location: Factory
A. Job Purpose
To support the production department through delivery of a professional
training service, thereby ensuring that human resources are effectively
utilised and developed to meet current and future production objectives. This
includes the responsibility for the correct learning of the method in the
assigned operations during the training period of the trainee operators. Also,
to develop the operator until he/she reaches gradual satisfactory levels along
with meeting the quality standards.
B. Job Responsibilities
Key responsibility is the good performance of
the sewing operators under training.
Daily
Tasks include -
- Provide
the necessary work and tools to the trainees.
- Observe
the conduct of the trainees in the plant and provide them guidance to
adjust with the environment.
- Prepare
a program of daily activities for each operator in training and guide them
in its execution.
- Perform
time cycles for the operators in training period
- Perform
quality samples and quality exercises as per asking styles.
- Report
the absenteeism and discipline problems to the AAMT Coordinator.
- Revise
trainees so that they leave their sewing machine and working station
clean, shut-off and covered.
- Report
clearly and concisely the results, concerns and plans on the daily session
with the AAMT Coordinator.
Weekly
Tasks include -
- Revise
with trainees their own progress through all the stages of their training.
- Identify
the operators with potential to meet the goals required for gradual
(quality, production and absenteeism), and provide all the help needed and
motivation required to meet goals.
- Provide
the AAMT Coordinator with Weekly Concern Reports.
Tasks
when needed -
- Demonstrate
the working method with its respective quality specifications to the
trainee operator as per style requirements that is to translate the
process to them.
- Coordinate
with the Production Supervisor for the correct performance and development
of the operator.
- Maintain
the records of the trainees during all the stages of their training
period.
- Maintain
the induction program adequately.
- Report
any failure in the machinery to the AAMT Coordinator.
- Suggest
changes or cross-training for the operators or trainees.
- Make
any type of activity that is required according to the needs of the plant.
- Design
and prepare training forms and reports for new courses.
- Supervise
the sewing of the pilot bundle during style changes.
C. Job Size
- No. of
staff supervised : 8-10
- Frequency
of success : 70%
- Cost of
success : On budget or better
- Length
of time success : On budget or better
D. Job Context
- Interaction with other depts. Coordination with the Sewing department is required
in order to schedule training activities and align these with production
goals.
- Direction received. The jobholder’s role requires daily and frequent
interaction to report progress, problems and to understand future plans.
- Travel. No
travel is involved in the role.
E. Job Challenges
The jobholder needs to manage time pressure in achieving targets and
deadlines for training schedules of sewing operators.
F. Qualifications & Experience/Job Skills
1. Must hold a relevant bachelor’s degree majoring in Humanities Commerce preferably awareness about machines
in operation.
2. A minimum of 2-3 years experience in the sewing section of a garment
firm.
3. Technical sewing skills are essential. Must have the ability to identify
quality problems in the garment and of fabric tendency.
G. Critical Personal/Professional qualities
1. Communication skills
2. Attention to detail & accuracy
3. Planning and organising
4. Decision making
5. Persuasion
6. Determination
7. Selling and diplomacy
8. Identifying one’s inner quality.
7. Industrial Engineer - Job Description
Job
Title: Industrial
Engineer Department: Production-
Cutting, Sewing, Finishing
Reports
to: Plant
Manager Dept. Head: GM & Plant
Manager
Last updated: June, 2003
Job
Number: IE/002
Location: Factory
______________________________________________________________________
A. Job Purpose
To support key production department supervisors in
providing an effective, appropriate product engineering service so that plant
efficiency can be maximized and target outputs can be achieved in a timely and
cost efficient manner.
B. Job Responsibilities
1. Prepare a break down of operations for every new style in
the factory to serve as a reference for the supervisor and to monitor the
production for timely delivery. This involves providing details of the kind of
stitching required, machines to be used, target to be achieved/hour and in
efficiency terms, total manpower required for a particular garment part, and
guiding the sewing and quality control supervisors and mechanical section as
and when required.
2. Set the production target of the line in terms of pieces
produced/day keeping in mind the maximum capacity of the line to ensure timely
delivery.
3. Prepare a production layout of sewing operations for all
styles and the corresponding machines required to ensure that machines and
attachments are available and set up in advance for a new style.
4. Check work in progress (WIP) status of the sewing line on a
day-to day basis to ensure utilization levels are maintained through WIP
control and line balancing.
5. Assist the supervisor in line balancing i.e. the transfer
of a machine operator to perform an operation within the same line or another
line to ensure that a bottleneck is prevented and the line achieves its maximum
output.
6. Conduct a time study for cutting and finishing departments
to set the target output of the operations. In case of new operations, conduct
a time study to set the target output for each operation in the sewing line.
7. Supervise the computation of the operators’ performance,
utilization and efficiency in terms of SAMs produced versus on standard time,
and implement corrective measures if required.
8. Maintain a file of operations and the operators that can
perform these operations ie maintain the "Skills Matrix".
9. Work out the cost /standard hour and pieces/ machine for
every new style to improve efficiency, performance and effective utilization of
manpower.
10. Provide and discuss Weekly Concern Reports with the Plant
Manager.
11. Carry out other related tasks as and when required.
C. Job Size
1. No. of depts. served: 5
D. Job Context
1. Interaction
with other depts. The jobholder’s role is guiding
in nature. It also involves teamwork in terms of sharing of knowledge and
expertise with colleagues.
2. Direction
received. The role is autonomous except
for the Plant Manager’s or the Director’s approval on decisions taken.
3. Travel.
No travel is involved in the role other than
reference.
E. Job Challenges
The jobholder needs to convince the supervisors of his
proposed methods and ideas for maximizing efficiency. This calls for persuasive
skills along with concrete reasons to make changes or accept a proposal.
F. Qualifications & Experience/Job
skills
1. Must hold a Garment Technology degree from a reputed
university or an Industrial Engineering/Production Engineering degree.
2. A minimum of 3-4 years experience in the garment industry,
specifically in the breakdown of all production operations and the
determination of standard assembly minutes for any type of garment.
3. PC skills are essential – specifically Excel and e-mail.
G. Critical personal/Professional Qualities
1. Communication skills
2. Diplomacy
3. Attention to detail & accuracy
4. Decision making
5. Planning and organizing
6. Team orientation
7. Pressure management.
8. Line Supervisor - Job
Description
Job
Title: Line
Supervisor Department: Production
Reports to:
Production Executive Dept. Head: Plant
Manager
Last
updated: June,
2003
Job
Number: SUP/002 Location: Factory
______________________________________________________________________
A. Job Purpose
To support production department through supervision of a
sewing line to meet section output in terms of quality, performance and cost
targets, whilst maintaining operator morale and discipline up to a reasonable
standard. He/she is the right person to utilize the operators stimuli up to the
expectation of the authority providing smooth machineries in order.
B. Job Responsibilities
Production
Planning -
1. To understand and agree with the operation description and
production targets for all operations and products in the sewing room plus
fabric featur.
2. To know the expected output and the expected input; short
term, for the next few hours, longer term for next few weeks, for the sewing
room.
3. To know the capacity of machines and operators in the
sewing room.
4. To have a plan for correcting imbalances, normally in the
form of a plan for cross-training
operators.
Production
Control -
1. To know the output from the sewing room, per two hours and
per shift and to take action to achieve the target given.
2. To know production of each operator and operation at
two-hourly intervals and to react to any department from targets or expected
performance.
3. To act to overcome any problem of output and flow in the section,
maintaining a balance in the line by reallocating work, to permit operators to
work without delays and build up tempo.
4. To keep all operators working on standard where possible;
where not possible, to identify causes and seek to overcome them in proper
time.
5. To encourage operators to obtain their highest possible
performance.
6. To check movement of orders and locate any missing bundles
or units and replace them in the production sequence.
7. To check the total quantity of work-in-progress in the unit
and keep it within the targets set.
8. To ensure operators have all ancillary requirements, such
as work-aids and trimmings.
9. To ensure any machine problems are dealt with and to report
hold-ups to the Production Unit Manager within the shortest possible time.
Quality
-
1. To ensure that all parts or garments are completed to the
quality specification.
2. To know the quality requirements for product, to know the
permitted tolerances, or the
acceptability in areas which cannot be measured.
3. To ensure the relevant specifications are known and
understood by the operators concerned. To check that the operators know how to
achieve the standard. To ensure the same standards are used by the inspectors and the Samplers/Quality
Controllers.
4. To patrol personally and spot check for quality.
5. To deal with any defective work found either by personal
check, by the sampler, by later operators or by final examination. When a fault
is found, supervisor will -
i Check for
the cause
ii Rectify the fault where possible
iii Ensure a
repair
iv Return the
repaired garment to the production stream.
v Remain
alert to any recurrence of the problem.
vi Ensure that
any necessary records are completed.
6. To deal correctly with payment for repair work; normally
requiring for operator to repair own faults, paying them for other faults (put
in to off-standard).
7. To examine records of sampling and examination and decide
on action to deal with consistent problem. Report to Production Executive on
subjects whose solution lies outside the section, requiring action such as
retraining or attention from mechanics.
Direct
Labour Performance -
1. To ensure that operators use the correct method.
2. To ensure the production target is known and accepted by
operators, if any problems, to report to the Production Executive and ask for
help.
3. To ensure correct working of recording system for output
and time, including clocking any off standard work.
4. To note each
operator’s performance at each two-hourly check and investigate any sub-normal
figures.
5. To obtain weekly pay calculation from wages office &
pass to operator: to investigate with the operator any abnormal results.
6. To ensure each operator understands calculation of wages,
in every detail.
7. To report to the Production Executive any operator with a
consistently poor performance with positive proposals for action. Provide the
information through a Weekly Concern Report to the Production Executive.
8. To recommend to the Production Executive and AAMT
Co-ordinator any need for retraining of operators or follow-up.
Excess
Labour Cost -
1. To record and clock off-standard any operator not able to
work on standard work.
2. To investigate the cause of off-standard time and rectify
it if possible.
Operator
Training /Induction -
1. To induct a new operator onto the sewing room. To check
that she has adequate basic skills, knowledge of the operation including
quality
2. If necessary, to train operator in basic skills &
knowledge of product and operation.
3. To train operator to handle change of style, or new
operation.
4. To work with each operator to develop her performance.
C. Job Size
- No of
staff supervised : 50
- Production
target/day : 1,500 pieces (will change based
on style)
- Efficiency
target : 75%, weekly average
D. Job Context
- Interaction with other departments. The jobholder needs to interact with members from
various departments. For example provide solutions to quality issues in
conjunction with QA staff, co-ordinate with Cutting to resolve problems
related to cut part quality, etc.
- Direction received. The role requires guidance by the Production
Executive on a regular basis and in some cases, from the Plant Manager on
major production issues such as planning the line layout.
- Travel. No
travel is involved in the role.
E. Job Challenges
The jobholder needs to make decisions and be responsible for them.
Hence, he needs to weigh up options logically before making recommendations of
solutions to problems. He should be in complete control of a situation at any
given time within his sewing line. He should be able to manage and motivate his
staff positively.
F. Qualifications & Experience/Job
Skills
1. Must
hold a related bachelor’s degree such as Humanities or Commerce.
2. A
minimum of 2-3 years experience, specifically in managing production lines of
at least 50 machines.
3. Knowledge
of apparel manufacturing techniques and systems is essential.
4. Fluency
in English
G. Critical Personal/ Professional
Qualities
1. Communication
skills
2. Decision
making
3. Team
orientation
4. Management
of time pressure
5. Initiative
6. Attention
to detail & accuracy
7. Determination
8. Production
planning
9. Strategy.
B. PERFORMANCE APPRAISAL
SYSTEM
The following pages provide a detailed description of the Performance
Appraisal System developed for Rolex Garments. This system covers three groups
of employees:
·
Senior Production Staff
·
Middle Management
Production Staff
·
Workers on the Factory
Floor
1.
Implementation
Procedure - Senior & Middle Management Production Staff
Forms
to assess performance and prepare career plan for each position in the senior
and middle management production staff are included in the annexures. The
following are instructions / guidelines for the performance evaluation:
INSTRUCTIONS
1.
Evaluate the person with
a score from 1 to 5 for each section of the performance evaluation. Use the definitions
provided in each box as a point of reference for determining the level of
performance. If there is doubt as to whether an employee is in one level or
another, consider the performance levels described below. (i.e. if after
reading the box the performance of the employee is between a 2 and a 3,
consider if his results in that area are “as expected” (3) or “need
improvement” (2)). If they need improvement, the score should be a 2 to be
discussed clearly with the employee and specific goals should be set to reach a
3 by the next evaluation.
Use of whole numbers (i.e. 1, 2, 3, 4 or 5) is recommended to help
concentrate on specific areas of improvement and give more focused feedback. If
one of the performance areas does not apply, indicate so with a “N/A”.
Level of
Performance -
|
Outstanding |
(5) |
Extraordinary
achievements that have considerable impact in the operations of the company.
Results highly above expected requirements. Such level of achievement is
usually difficult to maintain through several evaluation periods. Less than
1% of the persons evaluated achieve this recognition. |
|
Better Than Expected |
(4) |
Consistently
exceeds the expected requirement in the category being evaluated. Normally,
5% to 10% achieves this level of results than predetermined normal
expectation. |
|
Expected |
(3) |
Consistently
meets the requirements expected in the category. Occasionally will exceed
some requirements. Rarely fails to meet the expected performance. 55% to 70%
of the persons fall in this category. |
|
Needs improvement |
(2) |
Achieves
level of satisfactory results in some areas but has some clear areas of
improvement. 10% to 20% usually fall in this category. |
|
Poor |
(1) |
Lacks
to comply with the required levels of performance for the company. Needs to
improve quickly or it might necessary to terminate contract. 5% to 10% of the
employees tend to fall in this category. |
2.
Determine the total
and the average scores for each section of the evaluation adding up each
category in the section and dividing by the total number of categories.
3.
Complete the
summary sheet (section G) with the averaged results for each section. To guide
the discussion of the evaluation, please refer to the following performance
levels:
·
1.0 a 1.5 Poor/Marginal
·
1.6 a 2.5 Needs Improvement
·
2.6 a 3.6 Good/ As Expected
·
3.7 a 4.5 Better than Expected
·
4.6 a 5.0 Outstanding/Distinguished
4.
Complete the
sections that require comments to facilitate the feedback process and as
reference for the next evaluation.
5.
Have the evaluator
and the evaluated sign and date the form.
FOR SUPERVISORS
1. The
procedure to perform and review the evaluations for Supervisors is
responsibility of the Supervisor and the Production Executive. The Plant
Manager will ensure that this procedure is followed.
2. In
line production Supervisors will be evaluated with the “specific skills form”
for the Production Supervisor. The purpose of using this form is to be fair and
consistent with all the Supervisors in the plant. A Supervisor in the process
of being promoted to type A will be evaluated every 3 months until the expected
level of results is achieved. After, that he/she will be reviewed every 6
months. It is recommended that the Supervisors perform an auto-evaluation to
determine the perception that the Supervisor has of his/her results.
3. The
Plant Manager will gather the summarised information from the Production
Executives and will present to the Plant Manager a
final summary for all the Supervisors in the Plant for record.
4. A
classification of all Supervisors in the Plant will be performed. A type “A”
Supervisor is one who has achieved at least a 3 in all categories of the
evaluation. A Supervisor
type “B” is one that has had a score of 3 in
most categories but has some 2’s and no more than three 1’s. (can not have a 1
in any of the following areas: compliance of rush orders, irregulars and thirds
and material over-usage.)
5. Make
a plan for each Supervisor to define weekly goals for the areas of improvement.
The goals should be set for the Supervisor to reach the expected level (3) as
soon as possible. The Supervisor, who will involve his/her operators in
reaching those goals, will make a commitment to reach the expected levels in
time for the next evaluation. The Plant Manager will be responsible for
following up on the development of his/her Supervisors.
6. Once
the summary is completed and the Supervisors are categorised, the Plant Manager
will be able to present a forecast for the number of Supervisors that can be
promoted to type “A” by the next evaluation period.
7. For
the candidates to type “A” level there will be reviews of progress every 3
weeks to provide additional feedback and guide the Supervisor through the
process. The purpose of this procedure is to help all the Supervisors in the
plant to reach quickly type “A” level. If Production Executives provide
appropriate follow up to meet the goals set in the evaluations, the Supervisors
will achieve quality results faster and this will allow them to grow in the
plant and have a higher job satisfaction. He / She is to prove his / her
optimum skills regularly not for a particular time span or a particular style
only.
2. Evaluation Forms
- Senior & Middle Management Production Staff
Forms
for the performance appraisal schedule of Supervisors, AAMT Operator Trainers
and overall Production Staff are included in the following pages.
Further,
performance evaluation forms for the following positions are included in the
annexures:
1.
Plant Manager
2.
Quality Assurance Manager
3.
Cutting Room Manager
4.
Production Executive
5.
Finishing Manager
6.
AAMT Co-ordinator
7.
Operator Trainer
8.
Industrial Engineer
9.
Line Supervisor
Each of the above management personnel are evaluated under the following
"General" categories:
A. Achievement of Quality Results
B. Technical Expertise
C. Leadership and Staff Development
D. Employee Results
E. Internal Conducts
Also, "Job Specific"
skills for each position are evaluated as per the evaluation form for each
position.
An average of the General and Job Specific skills is computed to arrive
at the Performance Index for each employee.
3. Performance Evaluation
Procedures - Shop Floor Operators
The performance appraisal procedures for shop floor operators will be
along the lines of those defined for the decisions on the Star Operator of the
Month.
For the Star Operator of the Month scheme, only those operators with
100% attendance are considered. For the performance appraisal, the performance
indices of all operators will be calculated for the same parameters i.e.
Performance, Quality and Discipline. These are explained in more detail below:
1. Performance levels achieved in comparison to the target levels specified for the particular
operator according to his/her specified grade. This will be used as follows:
·
The average monthly
performance achieved by an operator in comparison to her target performance
will be used to compute the "Percent Performance Achieved". For
example, if a Floater operator has a target performance of 90% and achieves 87%
average performance for the month, the % Performance Achieved will be 87/90
viz. 87%.
2. Discipline exhibited by the operator which would include factors like: attendance,
reporting on time, willingness to shift across operations when need be, house
keeping, general conduct in the factory, receptivity towards the systems and willingness
to listen. The grades against this criteria will be assigned by the Line
Supervisor, after review with Production Executive on a scale of 0 to 100.
3. Quality Levels: The quality levels of the operations performed by an operator will be
computed and used for performance evaluation.
·
This criteria will be
applied in a similar manner as the Performance Level. Monthly In Line DHU
(Defects per Hundred Units) levels of the operator will be compared to target
levels. Target DHU levels for all operators will be kept at zero.
·
The DHU level of each
operator will be subtracted from 100 in order to compute the achievement in
this area.
·
The Monthly Individual In
Line Sampling form (included in the annexures) will be filled for each operator
by the In Line Random Sampler and will be summarised on a monthly basis to
compute DHU for the month.
Using the % Performance Achieved, 100-DHU and Discipline, a weighted
average will be calculated for all operators in the Plant. This weighted
average will reflect the "Performance Index" of each individual
operator.
Once a first time analysis is done, performance index levels for
different grades of operators will be decided. The levels will then be used for
rewarding the high performances and terminating / giving written warnings to
the low performing ones.
The table on the following page provides an example on the computation
of the individual Performance Index in a sewing line.
Test scoring and grading
Scores achieved by the candidates in each of the above tests can be
graded on a scale 1 to 5 where 1 represents least and 5 represents the highest
grade. The test grade scale and cut off grades for the selection of candidates
have been tabulated in the grade scale.
|
Selection Test |
Grade |
Timing or Score |
|
KSDA (Time) |
5 |
Less than 83 sec |
|
|
4 |
83.1 - 88 sec |
|
|
3** |
88.1 - 91 sec |
|
|
2 |
91.1 - 94 sec |
|
|
1 |
94.1-100 sec |
|
|
0 |
Above 100 sec |
|
KSDB (Time) |
5 |
Less than 118 sec |
|
|
4 |
118.1 - 124 sec |
|
|
3** |
124.1 -130 sec |
|
|
2 |
130.1-133 sec |
|
|
1 |
133.1-144 sec |
|
|
0 |
Above 144 sec |
|
KSP (Score) |
5 |
20-16 |
|
|
4 |
15-13 |
|
|
3** |
12-10 |
|
|
2 |
9-8 |
|
|
1 |
7-5 |
|
|
0 |
Less than 5 |
** Cut off Grade
Minimum
scores for selection
DIRECT LABOR
|
|||
|
|
COMPREHENSION |
HIH |
MatH |
|
Time
(minutes.) |
1
per paragraph |
10 |
8 |
|
Operator |
9 |
16 |
12 |
INDIRECT LABOR
|
|||
|
|
Wonderlic |
HIH |
MatH |
|
Time (minutes) |
12 |
8 |
10 |
|
Supervisor, instructor, QC auditor |
14 |
22 |
18 |
|
Quality Control |
12 |
20 |
17 |
|
Department Manager, Industrial
Engineer |
18 |
28 |
22 |
|
Mechanic |
10 |
20 |
15 |
EVALUATION OF INTERVIEWS
TO CANDIDATES FOR OPERATORS
A.
IMPLEMENTATION
PROCEDURE
·
The evaluation is made
in four different categories: Background, Interest, Communication and
Appearance.
·
The candidate is
graded using a 0 to 5 scale, where 0 is unacceptable, 3 is the expectation and
5 is outstanding.
·
It is important to
do this evaluation right after the interview to clearly remember the candidate.
The objective of these evaluations is to measure all the candidates using the
same criteria and decide if the job requirements are met.
INSTRUCTIONS
Grade
each element in a 0 to 5 scale. Use the guides for grading and for each
category as presented below.
Guide for grading
Outstanding If any candidate exceeds the expectations of the
interviewer for the position. It is very likely that a candidate with several
outstanding grades is overqualified for the position and would be a candidate
to exit the company when presented a better opportunity somewhere else.
Expected The candidate complies
with the expected requirements in the category for the operator position.
Unacceptable The candidate does not comply
with the minimum requirements to be an operator in this facility. One or more
grades of unacceptable are enough reason to reject a candidate.
Guide to grade each category
Background
Personnel Interview
Detailed
in the operator profile for each plant
Training Interview
|
UNACCEPTABLE |
EXPECTED |
OUTSTANDING |
|
Did not like school or learning |
Likes to learn new things and
approaches |
Scholar accomplishments |
|
Does not like to try new things or
approaches |
Interested in the work not just for
the money, but the idea of sewing |
Knows how to sew and likes to do it |
|
Does not like to be explained what
has to be done |
|
Learned several operations and/or
occupied different positions in previous jobs |
|
Does not like others checking
his/her work |
|
Trained co-workers |
Production
interview
|
UNACCEPTABLE |
EXPECTED |
OUTSTANDING |
|
Does not like working in teams |
Likes working in teams |
Accomplishments in school or work
for teamwork |
|
Does not like to be rushed |
Wants to develop in one company |
Taking advantage of incentive
systems in previous jobs |
|
Does not like to be told what has to
be done |
|
|
Interest
All interviews.
|
UNACCEPTABLE |
EXPECTED |
OUTSTANDING |
|
Looking everywhere, no attention to
the interviewer |
Interested in questions, responds
promptly without hesitating |
Questions about the job |
|
Needs to be repeated the
instructions |
Willing to know more and do the job |
Makes comments comparing to previous
job |
|
Shows lack of interest during
explanations |
|
Makes reference during interview to
plant tour |
|
Does not understand after a
reasonable explanation |
|
|
Communication
All interviews.
|
UNACCEPTABLE |
EXPECTED |
OUTSTANDING |
|
Does not answer questions or does it
in a bad mood |
Answers briefly and clearly |
Searches feedback about the answers |
|
Interrupts the interviewer
inappropriately |
Answers what was questioned |
Expresses him/herself clearly |
|
Uses foul language |
|
|
Appearance
All interviews.
|
UNACCEPTABLE |
EXPECTED |
OUTSTANDING |
|
Dirty looks |
Looks clean |
Well-dressed |
|
Long hair, tattoos, pierced |
Good manners |
|
IMPORTANT NOTE: When
recommending the hiring of a candidate, we are saying that we would like to
have that person working for us in the future.
QUICK REFERENCE CARDS
These cards may be used as a guide
during the selection process to assure all key points are covered in each step
of the process.
COMPANY PRESENTATION
|
|
COMPREHENSION EXAM
|
|
"We
are going to have a presentation on the company to know more about AA, Feel
free to ask any question you may have"
COVER THE FOLLOWING POINTS:
·
THE POSITION IS
AS A SEWING OPERATOR.
·
THERE IS AN INCENTIVE
SYSTEM: THE MORE YOU PRODUCE, THE MORE YOU EARN.
·
WE NEED
RESPONSIBLE PEOPLE TO ASSIST DAILY FOR THE WELFARE OF THE TEAM.
·
EXPLAIN HIRING
METHODOLOGY.
SOLVE ANY DOUBTS |
|
"We
are going to apply a comprehension exam"
DISTRIBUTE EXAMS TO CANDIDATES.
READ THE EXAM GUIDE LOUD AND CLEAR.
TELL THE CANDIDATES TO WRITE THEIR
NAMES.
REVIEW THE EXAMPLE AND SOLVE
EXISTING DOUBTS.
READ EACH PARAGRAPH AT A NORMAL PACE
AND VERY CLEARLY, MAKING SURE THAT THE APPLICANTS ARE LISTENING TO THE ENTIRE
CONTENT.
AFTER EACH PARAGRAPH ALLOW ONE
MINUTE TO ANSWER THE QUESTIONS.
PICK UP THE EXAMS.
|
WONDERLIC
|
|
PLANT TOUR
|
|
DISTRIBUTE EXAMS TO
CANDIDATES.
“Read the first page carefully and solve the
examples. Do not turn the page until I tell you to.”
AFTER SOLVING EACH
EXAMPLE AND READING ALL INSTRUCTIONS IN THE FIRST PAGE, THE EXAMINER MUST ASK
IF ALL THE APPLICANTS UNDERSTOOD THEM.
“You will have exactly 12 minutes to answer as many
questions as you can. Very probably you will not be able to answer them all.
Work as cautiously as you can, but do not spend too much time in only one
problem. I will tell you when the 12
minutes have elapsed.”
AT EXACTLY 12 MINUTES, THE EXAMINER
MUST ASK ALL THE APPLICANTS TO STOP AND GATHER THE TESTS.
|
|
"We are going to do a tour through the plant,
Observe as much as you can so you may ask questions later "
MAXIMUM DURATION 15
MIN.
ASK THE GROUP TO STAY
TOGETHER AND WITH THEIR GLASSES ON DURING THE TOUR.
BRIEFLY REVIEW SECURITY PROCEDURES.
GO THROUGH THE TRAINING MOD AND
EXPLAIN THE METHODOLOGY.
GO INTO A LINE AND EXPLAIN THAT
THERE IS A PRODUCTION FLOW BETWEEN THE OPERATIONS. MAKE AN EMPHASIS IN
QUALITY AND DAILY GOALS. SHOW BRIEFLY A GOAL FROM THE BOARD.
SOLVE ANY QUESTIONS/DOUBTS. THANK
THEM.
|
KSD-A
|
|
KSD-B
|
|
“This test is to measure how fast can we use our
hands and fingers. The first task is to move the pins from the upper half of
the board to the lower half, like this”
DEMONSTRATE SLOWLY WITH A
COUPLE OF PINS
“Using both hands at the same time move the pins to
the corresponding holes in the lower section of the board.”
MOVE A DOUBLE ROW AND THE
FIRST PINS FROM THE 2nd ROW. REPLACE THEM IN THE ORIGINAL
LOCATION.
“Now you can practice by moving two double rows.”
STOP THE APPLICANT AS
SOON HAS HE/SHE IS DONE WITH THE SECOND DOUBLE ROW.
“All right.”
REPLACE THE PINS IN THE
ORIGINAL LOCATION.
“As you can see, it is very easy. What is important
in the test is to move the pins as fast as possible. For the next exercise,
start again from the beginning and move all the pins in the same manner.
Ready, begin (START THE
STOPWATCH), and work as fast as you
can.”
WHEN THE APPLICANT
COMPLETES THE EXERCISE, STOP THE WATCH AND RECORD THE TIME. |
|
“This time, we will turn the pins in the same holes,
like this:”
DEMONSTRATE SLOWLY WITH A
COUPLE OF PINS.
“We can go down this row and then go up on the next
to save time.”
TURN TWO DOUBLE ROWS.
“Now to practice, please turn the same pins that I
just turned.”
STOP THE APPLICANT AS
SOON HAS HE/SHE IS DONE WITH THE SECOND DOUBLE ROW.
“All right, now for the next exercise you will turn
all the pins in the same manner, as fast as you can”
“Start (START
THE STOPWATCH), and work as fast as you
can.
WHEN THE APPLICANT
COMPLETES THE EXERCISE, STOP THE WATCH AND RECORD THE TIME. “
|
KSD-P
|
|
“This is a test to measure how fast can you use your
eyes. As you can see, the boxes on the left are numbered from one to ten. A
line starts from each box, it goes through the page and finishes on a similar
box on the right side. What you need to do is, starting with number one,
follow the line with you eyes only, not using your fingers or pencil. Where the line finishes in an empty box,
write the number one. After that take number two, and so on until number ten.
You may find that more than one line finishes in the same box. When this happens, write the second number
outside of the box on the right side.
The first page is for practice. Work as fast as you can.”
ALLOW
50 SECONDS FOR PRACTICE.
“All right, time is up. Let’s see how you
did.”
REVIEW
THE ANSWERS AGAINST THE CORRECT FORM. MARK THE MISTAKES. IF THE APPLICANT HAD NO MISTAKES, BUT
ANSWERED SLOWLY, MOTIVATE HIM/HER
TO WORK FASTER. OPEN THE FORM.
“This is the complete test, the exercises
are just as the ones in the practice. As soon as you finish part A, proceed
with part B. Start.”
ALLOW
1.5 MINUTES FOR THE TEST.
“Time is up, please write your name on the
back of the page.” |
Performance Evaluation
Forms - Senior and Middle Management
0 coment rios: