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

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

Understanding and Eliminating the 8 Wastes in Production


Workshops/Applications: Assign in Groups/Visit other sewing modules/Identify 8 wastes in Production/Report to the Training Class

Basics of Communications
Workshops/Applications: Giving Instructions

Problem Solving Analysis skills

MANAGEMENT
Management is an art of getting things done through and with the people in formally organized groups. 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 achieve the 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. (

MANAGEMENT
Management 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. ( .)

TYPICAL EXPERIENCE OF A FIRST TIME SUPERVISOR ()


Rarely Have Adequate Training () Sometimes Intimidated by Wide Range of Policies Procedures () and

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 ()

ORGANIZATIONAL CHART

Operation Manager Production Manager Floor Manager Senior Supervisor Supervisor Service Staff

PLANNING ()
Planning Means:
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. ( .)

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 (.)

PLANNING ()
Planning Means ():
5. It is a continuous process (.)

6.

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

7.

Well Plan is Half Done (.)

PLANNING ()
Steps in Planning Functions ():
1. Set Goals (.) 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)

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 the following: (10450:) c. d. e. We need to perform at 45 over all unit hour (45) Cut Panels must be available by Week 30 (30.) Washing Line must be available by Week 31 (31.)

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

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

Minimize Uncertainty () Facilitates Coordination () Improve Productivity () Improve Morale () FACILITATES CONTROL ()

ORGANIZING ()
Organizing Means ():

1.

The function of management which follows planning (.)

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 ( )

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 (, ) PutFlagsonallcriticaltasks/operationsinthemodule ()

DIRECTING ()
Directing is ( ):
1. It is the Heart of the management process. Planning and Organizing, have got no importance if direction function does not take place; ( ; )

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. ( )

DIRECTING ()
Characteristics ():
1. Directing is required at all levels of the Organization. We must provide guidance and inspiration to our team members; ( ; )

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. (.)

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 ( )

CONTROLLING ()
Controlling:
1. It verifies whether everything occurs according to the plans/goals; instructions issued, or philosophy established; (/;) It ensures there is effective and efficient utilization of organizational resources so as to achieve the planned goals; (;) It measures actual performance from the standard performance, or planned goals, discovers the causes of such deviations, and helps in taking corrective actions; ( ;) It facilitates coordination (.) It helps in planning (.)

2.

3.

4.

5.

CONTROLLING ()
Characteristics of our Controlling functions::
1. It is an end function- a function which comes once the performance are made in relation to the plans/goals; (--/;) It is performed by all Managers/Supervisors at all levels, and in all types of concerns; (;) 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; (. It is a dynamic and continuous process (.) 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 )

2.

3.

4.

5.

DECISION MAKING ()
1. Define and clarify the issue - does it warrant action? If so, now? Is the matter urgent, important or both. --- Gather all the facts and understand their causes. Think about or brainstorm possible options and solutions. Consider and compare the pros and cons of each option consult SUPERIORS if necessary - it probably will be. -- Select the best option - avoid vagueness or 'foot in both camps' compromise. --- Explain your decision to those involved and affected, and follow up to ensure proper and effective implementation.

2.

3.

4.

5.

6.

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

2. 3.

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

MOTIVATING ()
3 Stages of Motivating Process (3):
1. A felt need or drive ()

2.

A stimulus in which needs to be aroused. (.)


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

3.

Therefore, we can say that motivation is a psychological phenomenon which means needs and wants of the individuals have to be tackled by framing an incentive plan. ( )

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

MOTIVATING ()
Motivation is a very important for an organization because of the following benefits it provides():

1. Puts human resources into action ().


Every concern requires physical, financial and human resources to accomplish 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. (( .)

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 upon his 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 ().

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 factors take 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. (.)

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. This can 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, (,)

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. (.)

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 loyal to 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. (

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. (.)

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

Monetary Incentives ( )

Non-Monetary Incentives ( ) Security of Service ( ) Praise or Recognition ( ) Job Enrichment ( ) Promotion Opportunities ( )

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 an employee'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. (

.)

COACHING ()
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 ()
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 -- Avoidgeneralcommentsandclarifypronounssuchasit,that, etc. (---) 4. Focus on behavior rather than the person. (.)

5. Refer to behavior that can be changed. ()

COACHING ()
Observing and giving Feedback: How? ( ?) 6. Be descriptive rather than evaluative. (.)

7. Own the feedback -- UseIstatements. (--)


8. Generalizations -- Noticeall,never,always,etc.,andasktogetmore 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.

(-- .)

MANAGERIAL GRID
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 () 0 1 Sometimes () 2 3 Always () 4 5

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. (.)

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. (.)

MANAGERIAL GRID
11. 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.Ihonorotherpeoplesboundaries. ( 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. (; .)

MANAGERIAL GRID
Scoring Section After completing the Questionnaire, transfer your answers to the spaces below: (:)

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)

MANAGERIAL GRID
Matrix Section
Plot 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. ( .)

MIDDLE OF THE ROAD

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 not pushing 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).

CHARACTERISTICS OF A GOOD SUPERVISOR ()

positive attitude

( )

Loyal

( )

CHARACTERISTICS OF A GOOD SUPERVISOR ()

Fair

()

good communicator

( )

CHARACTERISTICS OF A GOOD SUPERVISOR ()

able to delegate

()

wants the job

()