Training and Development of Technical Staff in the Textile Industry | Purushothama

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Training and Development of Technical Staff in the Textile Industry
by B. Purushothama
Training and Development of Technical Staff in the Textile Industry

Contents
Preface xi
1.1 The need for trained technical staff 1
1.2 Quality people – key to excellence 2
1.3 Duration of training 4
1.4 Recognition 4
1.5 Training modules 4
_ ____________________________________ _
2.1 Introduction 6
2.2 Roles and responsibilities of supervisors 6
2.3 The organization structure 8
2.4 Routine and special activities 8
2.5 Challenges to middle management 11
2.6 Understanding the requirement of a customer 12
2.7 Understanding the company capabilities 14
2.8 Understanding the legal requirements of the process 15
2.9 Designing the product 17
2.10 Designing the process 18
2.11 Deciding the measuring and monitoring of process 20
2.12 Working out the quality plans 22
2.13 Working out the production programme 23
2.14 Planning for the raw materials, spares, consumables, etc 23
2.15 Procuring required material in time 24
2.16 Planning the maintenance activities 24
2.17 Tuning the machines as per the process design 26
2.18 Educating and training the men on shop floor 27
2.19 Allocating the competent workmen for the skilled jobs 27
2.20 Monitoring the process periodically to ensure its performance 29
2.21 Documenting the procedures, actions and the results 30
2.22 Reporting the activities 31
2.23 Analysing the reasons 31
2.24 Managing the activities in time 31
2.25 At the end 32
_ ______ ________ __ ___ ________ __
3.1 Introduction 34
3.2 Tasks in policy deployment 34
3.3 Steps in deployment of a policy 36
_ ___ __________ __
4.1 Introduction 40
4.2 Tasks 40
4.3 Responsibilities 40
4.4 Authorities 41
4.5 Minimum competency level 41
4.6 Examples of job descriptions 41
4.7 General requirements of production supervisors 45
4.8 General requirements for maintenance supervisors 47
4.9 The control points and the check points for supervisory functions 49
4.10 Common problems and quality complaints 51
_ _________ __ ____ _________ __
5.1 Introduction 53
5.2 Who is a leader? 53
5.3 Why we need a leader? 54
5.4 Emotional intelligence (E.Q) 56
5.5 Leadership styles 57
5.6 Supervisor as a leader 59
5.7 How to become a good leader? 60
5.8 Self awareness and development 60
_ _________ __ ____
6.1 Need for building team 72
6.2 Formal and informal teams 73
6.3 Characteristics of an effective team 75
6.4 Process of team building 78
6.5 Motivating a team 80
6.6 Interpersonal conflicts 81
6.7 Quality circles and project teams 83
"___________ _______ _
7.1 Importance of decision 85
7.2 What are to be decided? 85
7.3 Types of decision 86
7.4 Factors influencing decisions 87
7.5 Base for decisions 87
7.6 Tools for decision making 88
7.7 Decision-making journey 89
7.8 Work process designing 91
7.9 Loyal friends in decision making 91
_ _____ _____ _ ___________ __
8.1 What is communication? 93
8.2 Methods of communication 93
8.3 Effective communication 97
_ _____ __ _____________ __
9.1 Definitions 99
9.2 Elements of cost 99
9.3 Methods of costing 101
9.4 Cost of quality 103
9.5 Controlling the costs 109
__ ____________ __ ___ ____ _____ _ ___
10.1 What is a problem? 115
10.2 Roots of a problem 115
10.3 Seven steps for problem solving 117
10.4 Use of QC tools 119
10.5 Diagnosis and remedial journey 132
10.6 Manage the change 135
__ ____________________________
11.1 Customer orientation 140
11.2 Customer expectations 140
11.3 Understanding customer perception 144
11.4 Communicating customer needs down the line 145
_______________________
12.1 Expectations from supervisory staff 147
12.2 Quality planning 147
12.3 Controls and checks 150
12.4 Quality assurance 151
12.5 Quality improvement 152
12.6 Visual management 153
12.7 Six sigma and zero defect concepts 154
12.8 Lean management and waste reduction 155
__ ____________________________
13.1 Defining competency and knowledge 159
13.2 Requirements for different supervisors 161
__ _______________________________
14.1 Process spinning 187
14.2 Process – post spinning 197
14.3 Process – doubling 199
14.4 Process – weaving preparatory 202
14.5 Process – weaving 205
14.6 Process – wet processing 206
14.7 Process – knitting 211
14.8 Process – maintenance 212
14.9 Process – garment production 214
__ ________ ____________________
15.1 Blow room 218
15.2 Carding 220
15.3 Combing 220
15.4 Draw frames 222
15.5 Speed frames 223
15.6 Ring frames 223
15.7 Winding 225
15.8 Rotor spinning 226
15.9 Ply-winding 226
15.10 Doubling and twisting. 226
15.11 Warping 227
15.12 Sizing 228
15.13 Weaving 229
15.14 Soft package winding of yarn for wet processing 233
15.15 Scouring 234
15.16 Yarn dyeing in package form 234
15.17 Fabric dyeing 235
15.18 Finishing 235
15.19 Mercerization 236
15.20 Roller printing 236
15.21 Screen printing 237
15.22 Circular knitting 241
15.23 Embroidery defects in garment manufacturing 244
15.24 Seam quality defects 245
15.25 Fitting related defects in garments 251

Preface
Technical staff in textile and apparel industry is the backbone for the industry to run successfully. The managements employ adequately qualified personnel from the point of view of technical knowledge and allot them the supervisory jobs, where as basic controls of the raw materials, men, machinery procurement, devising policies, etc., are kept by the top management.

There are number of colleges and educational institutions world over to impart technical knowledge; however, the actual work involved in the industry is more of managing the resources such as human resources, infrastructure and addressing the critical issues in supply chain, changing customer needs and expectations, production balancing, grievances or misunderstanding in implementing the systems and procedures, interpersonal conflicts and so on. Taking the best out of the existing infrastructure, machineries, men and the materials is the challenge faced by all technical staff. However, none of the technical universities, institutions or colleges are addressing these in there syllabus, and also it is not practicable for them to address these issues as they do not have adequate knowledge or experience.

Often we hear the top managements blaming their technical staff for the failures and losses the company is making, but what the top managements are doing to educate and train their technical staff in becoming efficient and effective supervisors is a million-dollar question. They expect the technicians to be self-made and produce results irrespective of all odds.

In industry there are different designations given to the supervisory staff, and unfortunately the word supervisor has lost its meaning. In the industry, the word supervisor means the lowest level of job done by a technical person, and numbers of companies are boasting themselves of eliminating the supervisors. One should understand that one can abolish the post of a supervisor, but not the supervisory functions. All the technical staff including the floor in-charges, functional heads, production managers, general managers and some times even the executive directors can be called as supervisors as they do the supervisory functions. There success depends on how they supervise their activities.

There are number of books and articles available dealing with technology and management separately, but explaining how these techniques could be used in the daily life of a supervisor is very few. This book is an effort to explain various aspects of managements related to daily working on shop floor by supervisory staff. I hope this book shall be a practical guide for the industry to develop their supervisory staff.

B. Purushothama


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