basic supervisory training - final
TRANSCRIPT
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Basic Functions of a Supervisor
Effective Supervision in a Modular Production Setting
- Floor Management and Supervisory Initiatives to improve efficiency
at needle point
Good Housekeeping
Understanding and Eliminating the 8 Wastes in Production
Basics of Communications
Problem Solving Analysis skills
Workshops/Applications: Preparation of actual Line Balance and Lay-out
Workshops/Applications: Do 5S in their respective areas/module/sewing floors
Workshops/Applications:Assign in Groups/Visit other sewing modules/Identify 8
wastes in Production/Report to the Training Class
Workshops/Applications: Giving Instructions
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MANAGEMENTManagement is an art of getting things done through and with the people in formally organizedgroups. It is an art of creating an environment in which people can perform and individuals and
can co-operate towards attainment of group goals.
(
)
Management is an art of knowing what to do, when to do and see that it is done in the best
and cheapest way.
()
)
Management is something that directs group efforts towards the attainment of certain pre
determined goals. It is the process of working with and through others to effectively achievethe goals of the organization, by efficiently using limited resources in the changing world. Of
course, these goals may vary from one enterprise to another. E.g.: For one enterprise it may
be launching of new products by conducting market surveys and for other it may be profit
maximization by minimizing cost.
(
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MANAGEMENTManagement involves creating an internal environment: - It is the management which puts into
use the various factors of production. Therefore, it is the responsibility of management to
create such conditions which are conducive to maximum efforts so that people are able to
perform their task efficiently and effectively. It includes ensuring availability of raw materials,
determination of wages and salaries, formulation of rules & regulations etc.
( -
&; )
Supervisor has got an important role to play in factory management. Supervision means
overseeing the subordinates at work at the factory level. The supervisor is a part of the
management team and he holds the designation of first line managers. He is a person who
has to perform many functions which helps in achieving productivity.
(
.)
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TYPICAL EXPERIENCE OF A FIRST TIME SUPERVISOR() Rarely Have Adequate Training ()
Sometimes Intimidated by Wide Range of Policies and
Procedures ()
New Supervisors Rarely Have Enough Time ()
New Supervisors Often Feel Very Alone ()
New Supervisors Often Feel Overwhelmed, Stressed Out(
Support and Development Are Critical for New Supervisors
()
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Operation Manager
Production Manager
Floor Manager
Senior Supervisor
Supervisor
Service Staff
ORGANIZATIONAL CHART
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PLANNING ()1. Looking ahead and Goal Oriented. It establishes future courses of action to be followed. It
is a systematic activity which determines WHEN, HOW, and WHO is going to perform a
specific job.
(
.)
Planning Means:
2. Mental predisposition to do things in orderly way, to think before acting, and to act
according to facts, rather than guesses.
(.)
3. It is the primary job of a Manager or a Supervisor
(..)
4. It is required and done at all levels in our Organization
(.)
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PLANNING ()
5. It is a continuous process
(.)
Planning Means ():
6. In our job, this is similar to the Line Balancing we are doing per style(.)
7. Well Plan is Half Done(.)
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PLANNING ()1. Set Goals (.)
Steps in Planning Functions ():
In Example ()
My module need to produce 450 pieces of bra per 10 hour, beginning Week 32
My module need to perform at least 45 over all unit hour, by Week 32
(45045.)
2. Establish Planning Premises ()
In order for my module to produce 450 pieces of bra per 10 hour, I need the following:
(10450:)
a.A good Line Balance of 18 sewer, with compatible skills
(18.)
b. An effective Machine Lay-out of 20 machineries
(20.)b.1. Machineries, Equipments and Attachments must be available Week 32
(32)
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PLANNING ()Steps in Planning Functions ():
2. Establish Planning Premises ()
In order for my module to produce 450 pieces of bra per 10 hour, I need thefollowing:
(10450:)c. We need to perform at 45 over all unit hour
(45)d. Cut Panels must be available by Week 30
(30.)
e. Washing Line must be available by Week 31(31.)
3. Securing Cooperation from Senior Supervisors, Planning, and Cutting Room
(.)
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PLANNING ()Why do we need to Plan? (?)
Minimize Uncertainty
()
Facilitates Coordination()
Improve Productivity
()
Improve Morale
()
FACILITATES CONTROL
()
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ORGANIZING ()
1. The function of management which follows planning
(.)
Organizing Means ():
2. It is a function that synchronizes and combines the capability of our sewers, machineries
and equipments, and the availability of fabrics trims and accessories; in order to get
results
(
)
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ORGANIZING ()How to Organize ()?
Identify the activities or operations involved
()
Try to combine and group similar activity or operations
( )
Assigns the right person, to the right job according to their qualifications, abilities and skills.
()
Ensures trainees are strategically placed
()
Allocates the most effective and efficient machineries and equipments to each job
()
Ensures the availability of cut panels, trims and accessories
(,)
Put Flags on all critical tasks/operations in the module
()
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DIRECTING ()
1. It is the Heart of the management process. Planning and Organizing, have got no
importance if direction function does not take place;
(; )
Directing is ():
2. It initiates actions, and it is from here actual work starts
( )
3. It is a function of Guiding, Inspiring, Overseeing, and Instructing people towards the
accomplishment of our Goals.
( )
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DIRECTING ()
1. Directing is required at all levels of the Organization. We must provide guidance and
inspiration to our team members;
(; )
Characteristics ():
2. Continuous Activity
()
3. Creative Activity- It helps in converting plans into performance. Without this function,
people become inactive, and physical resources are wasted, and meaningless.
(--.)
4. It involves human factor which is complex and sometimes unpredictable. Thus, this
directing function need to be carried out very well.
(.)
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DIRECTING ()Importance ():
It initiates action
()
It is a means of motivation
()
It provides stability when used together with the other functions: persuasive leadership,
effective communication, strict supervision, and efficient motivation
( )
Coping up with resistance to change
( )
Efficient utilization of resources
( )
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CONTROLLING ()1. It verifies whether everything occurs according to the plans/goals; instructions issued, or
philosophy established;
(/;)
Controlling:
2. It ensures there is effective and efficient utilization of organizational resources so as toachieve the planned goals;
(;)
3. It measures actual performance from the standard performance, or planned goals,
discovers the causes of such deviations, and helps in taking corrective actions;
(
;)
4. It facilitates coordination
(.)
5. It helps in planning
(.)
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CONTROLLING ()1. It is an end function- a function which comes once the performance are made in relation
to the plans/goals;
(--/;)
Characteristics of our Controlling functions::
2. It is performed by all Managers/Supervisors at all levels, and in all types of concerns;
(;)
3. It is forward looking, because effective control is not possible without the past being
controlled. It always look to future so that follow up can be made whenever required;
(.
4. It is a dynamic and continuous process
(.)
5. It is related to planning- PLANNING AND CONTROLLING ARE 2 INSEPARABLE
FUNCTIONS OF MANAGEMENT. WITHOUT PLANNING, CONTROLLING IS
MEANINGLESS.WITHOUT CONTROLLING PLANNING IS USELESS.
(2
)
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DECISION MAKING ()1. Define and clarify the issue - does it warrant action? If so, now? Is the matter
urgent, important or both.
---
2. Gather all the facts and understand their causes.
3. Think about or brainstorm possible options and solutions.
4. Consider and compare the pros and cons of each option consult SUPERIORS if
necessary - it probably will be.
--
5. Select the best option - avoid vagueness or 'foot in both camps' compromise.
---
6. Explain your decision to those involved and affected, and follow up to ensure
proper and effective implementation.
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MOTIVATING ()1. It comes from the word Motive which means: desire , wants, or drives within the individual.
(.)
What is Motivation ()? :
2. It is the process of stimulating people to action to accomplish the goal;
(;)
3. It In the work goal context, the psychological factors stimulating the people's behavior can
be:
(:)
Desire for money ( )
Success ( )
Recognition ( )
Job satisfaction ()
Team-work ()4. It is one of the most important function of supervision, which, is to create willingness
among our team members to perform in their best abilities. We must be able to arouse
interest in the performance of their tasks.
(
.)
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MOTIVATING ()1. A felt need or drive
()
3 Stages of Motivating Process (3):
2. A stimulus in which needs to be aroused.
(.)
3. When needs are satisfied, the satisfaction or accomplishment of goals.
(.)
Therefore, we can say that motivation is a psychological phenomenon which
means needs and wants of the individuals have to be tackled by framing anincentive plan.
(
)
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MOTIVATING ()The needs have been classified into the following in order
():
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MOTIVATING ()
1. Puts human resources into action ().
Every concern requires physical, financial and human resources toaccomplish the goals. It is through motivation that the human resources can
be utilized by making full use of it. This can be done by building willingness in
employees to work. This will help the enterprise in securing best possible
utilization of resources.
((.)
Motivation is a very important for an organization because of the following
benefits it provides():
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MOTIVATING ()Motivation is a very important for an organization because of the following
benefits it provides():
2. Improves level of efficiency of employees ()
The level of a subordinate or a employee does not only depend uponhis qualifications and abilities. For getting best of his work performance, the
gap between ability and willingness has to be filled which helps in improving
the level of performance of subordinates. This will result into:
(
:)
a. Increase in productivity, ()
b. Reducing cost of operations, and ( )
c. Improving overall efficiency ().
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MOTIVATING ()Motivation is a very important for an organization because of the following
benefits it provides():
3. Leads to achievement of organizational goals ()
The goals of an enterprise can be achieved only when the following factorstake place: (:)
a. There is best possible utilization of resources, (,)
b. There is a co-operative work environment, (,)c. The employees are goal-directed and they act in a purposive
manner, (,)d. Goals can be achieved if co-ordination and co-operation takes place
simultaneously which can be effectively done through motivation.
(.)
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MOTIVATING ()Motivation is a very important for an organization because of the following
benefits it provides():
4. Builds friendly relationship ()
Motivation is an important factor which brings employees satisfaction. Thiscan be done by keeping into mind and framing an incentive plan for the
benefit of the employees. This could initiate the following things:
(
:)
a. Monetary and non-monetary incentives, (,)b. Promotion opportunities for employees, (,)
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MOTIVATING ()Motivation is a very important for an organization because of the following
benefits it provides():
5. Builds friendly relationship ()
In order to build a cordial, friendly atmosphere in a concern, the above steps
should be taken by a manager. This would help in:(
a. Effective co-operation which brings stability, (,)
b. Industrial dispute and unrest in employees will reduce, (
,)
c. The employees will be adaptable to the changes and there will be no
resistance to the change, (,)
d. This will help in providing a smooth and sound concern in which
individual interests will coincide with the organizational interests,
(,)
e. This will result in profit maximization through increased productivity.
(.)
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MOTIVATING ()Motivation is a very important for an organization because of the following
benefits it provides():
6. Leads to stability of work force ()
Stability of workforce is very important from the point of view of
reputation and profit of a company. The employees can remain loyalto the enterprise only when they have a feeling of participation in the
management. The skills and efficiency of employees will always be of
advantage to employees as well as employers. This will lead to a good
public image in the market which will attract competent and qualified
people into a company. As it is said, Old is gold which suffices with the
role of motivation here, the older the people, more the experience and
their adjustment into a concern which can be of benefit to the
enterprise.
(
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MOTIVATING ()Motivation is important to an individual as ():
1. Motivation will help him achieve his personal goals.
(.)2. If an individual is motivated, he will have job satisfaction.
()3. Motivation will help in self-development of individual.
(.)
4. An individual would always gain by working with a humanistic team.
(.)
Similarly, motivation is important to a business as ():
1. The more motivated the employees are, the more empowered the team is.
(.)2. The more is the team work and individual employee contribution, more
profitable and successful is the business.
(.)
3. During period of amendments, there will be more adaptability and creativity.
(.)
4. Motivation will lead to an optimistic and challenging attitude at work place.
(.)
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MOTIVATING ()Motivation incentives: How? (?):
Monetary Incentives ( )
Non-Monetary Incentives ( )
Security of Service ( )
Praise or Recognition ( )
Job Enrichment ( )
Promotion Opportunities ( )
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COACHING ()A good supervisor places a high priority on coaching team members. Good
coaching involves working with employees to establish suitable goals, action
plans and time lines. The supervisor delegates and also provides ongoing
guidance and support to the team member as they complete their action plans.
Rarely can job goals be established without considering other aspects of anemployee's life, e.g., time available for training, job preferences, personal
strengths and weaknesses, etc. A supervisor is sometimes confronted with
walking a fine line between being a supervisor and the employee's confidant.
(
.)
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The most common form of informal training is job coaching
():
The supervisor, or some other expert at the subject matter or skill, tells the
employee how to do something. (.
The employee tries it. (.)
The expert watches and gives feedback. (.)
The employee tries it until he or she gets it right (
).
The above approach works best in tasks or jobs that include straightforward
procedures or routines. As jobs and roles become more complex, employees
often require more formal training. (
.)
COACHING ()
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Observing and giving Feedback: How? (?)
1. Clarity -- Be clear about what you want to say.
(--.)
2. Emphasize the positive encourage the team member.
( --)
3. Be specific --Avoid general comments and clarify pronouns such as it, that,
etc.
(---)
4. Focus on behavior rather than the person.(.)
5. Refer to behavior that can be changed.
()
COACHING ()
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Observing and giving Feedback: How? (?)
6. Be descriptive rather than evaluative.
(.)
7. Own the feedback -- Use I statements.
(--)
8. Generalizations -- Notice all, never, always, etc., and ask to get more
specificity -- often these words are arbitrary limits on behavior.
(--
.)
9. Be very careful with advice -- People rarely struggle with an issue because of
the lack of some specific piece of information; often, the best help is helping
the person to come to a better understanding of their issue, how it developed,
and how they can identify actions to address the issue more effectively.
(--
.)
COACHING ()
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Below is a list of statements about leadership behavior. Read each one carefully,
then, using the following scale, decide the extent to which it actually applies to you.
For best results, answer as truthfully as possible.
(
)
Never Sometimes Always() () ()0 1 2 3 4 5
MANAGERIAL GRID
1. I encourage my team to participate when it comes decision making time and I
try to implement their ideas and suggestions.
(
.)
2. Nothing is more important than accomplishing a goal or task.
()
3. I closely monitor the schedule to ensure a task or project will be completed in
time.
(.)
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MANAGERIAL GRID
4. I enjoy coaching people on new tasks and procedures. .
()
5. The more challenging a task is, the more I enjoy it.
(.)
6. I encourage my employees to be creative about their job.
(.)
7. When seeing a complex task through to completion, I ensure that every detail is
accounted for.
(.)
8. I find it easy to carry out several complicated tasks at the same time.
(.)
9. I enjoy reading articles, books, and journals about training, leadership, and
psychology; and then putting what I have read into action.
(;
10. When correcting mistakes, I do not worry about jeopardizing relationships.
(.)
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MANAGERIAL GRID11. I manage my time very efficiently.
(.)
12. The more challenging a task is, the more I enjoy it.
(.)
13. Breaking large projects into small manageable tasks is second nature to me.
(.)14. Nothing is more important than building a great team.
(.)
15. I enjoy analyzing problems
()
16. I honor other peoples boundaries.
(
17. Counseling my employees to improve their performance or behavior is second
nature to me.
(.)
18. I enjoy reading articles, books, and trade journals about my profession; and
then implementing the new procedures I have learned.
(; .)
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MANAGERIAL GRID
People ( )Question #
1.______4.______6.______9.______10.______
12.______14.______16.______17.______TOTAL ________X 0.2 = ________(multiple the Total by 0.2 to get your
final score)
Task ()Question #
2.______3.______5.______7.______8.______
11.______13.______15.______18.______TOTAL ________X 0.2 ________(multiple the Total by 0.2 to get your
final score)
Scoring Section
After completing the Questionnaire, transfer your answers to the spaces below:
(:)
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MANAGERIAL GRIDMatrix SectionPlot your final scores on the graph below by drawing a horizontal line from the approximate people score
(vertical axis) to the right of the matrix, and drawing a vertical line from the approximate task score on the
horizontal axis to the top of the matrix. Then, draw two lines from each dot until they intersect. The area of
intersection is the leadership dimension that you operate out of.
(
.)
MIDDLEOF THEROAD
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MANAGERIAL GRID Impoverished Management ()Minimum effort to get the work done. A basically lazy approach that avoids as much work as
possible.
Authoritarian Management ()Strong focus on task, but with little concern for people. Focus on efficiency, including the
elimination of people wherever possible.
Country Club Management ()Care and concern for the people, with a comfortable and friendly environment and collegial style.
But a low focus on task may give questionable results.
Middle of the Road Management ()
A weak balance of focus on both people and the work. Doing enough to get things done, but notpushing the boundaries of what may be possible.
Team Leader Management ()Firing on all cylinders: people are committed to task and leader is committed to people (as well
as task).
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CHARACTERISTICS OF A GOOD SUPERVISOR
()
positive attitude
( )
Loyal
( )
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CHARACTERISTICS OF A GOOD SUPERVISOR
()
Fair
()
good communicator
( )
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CHARACTERISTICS OF A GOOD SUPERVISOR
()
able to delegate
()
wants the job