Training and development of technical staff in the textile industry pptx

Training and development of
technical staff in the textile industry

iii
Training and development
of technical staff in the
textile industry
B. Purushothama
WOODHEAD PUBLISHING INDIA PVT LTD
New Delhi ● Cambridge ● Oxford ● Philadelphia
Published by Woodhead Publishing India Pvt. Ltd.
Woodhead Publishing India Pvt. Ltd., G-2, Vardaan House, 7/28, Ansari Road
Daryaganj, New Delhi – 110002, India
www.woodheadpublishingindia.com
Woodhead Publishing Limited, 80 High Street, Sawston, Cambridge,
CB22 3HJ UK
Woodhead Publishing USA 1518 Walnut Street, Suite1100, Philadelphia
www.woodheadpublishing.com
First published 2012, Woodhead Publishing India Pvt. Ltd.
© Woodhead Publishing India Pvt. Ltd., 2012
This book contains information obtained from authentic and highly regarded
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Woodhead Publishing India Pvt. Ltd. ISBN: 978-9-38030-821-0
Woodhead Publishing Ltd. ISBN: 978-0-85709-581-7
Typeset by Sunshine Graphics, New Delhi
Printed and bound by Replika Press, New Delhi
Contents
Preface xi
1 Technical staff development 1
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 Technical staff  the middle management 6
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 Policy deployment and middle management 34
3.1 Introduction 34
3.2 Tasks in policy deployment 34
3.3 Steps in deployment of a policy 36
4 Job description 40
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 Leadership and self development 53
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 Individuals and teams 72
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 Decision-making process 85
7.1 Importance of decision 85
vi Contents
vii
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 Communication and supervisor 93
8.1 What is communication? 93
8.2 Methods of communication 93
8.3 Effective communication 97
9 Costing and cost of quality 99
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 Problem solving and change management 115
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 Supervisors and customer orientation 140
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 Quality management and assurance 147
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
Contents

12.6 Visual management 153
12.7 Six sigma and zero defect concepts 154
12.8 Lean management and waste reduction 155
13 Practical competency and underpinning
knowledge 159
13.1 Defining competency and knowledge 159
13.2 Requirements for different supervisors 161
14 Control points and check points 187
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 Normal problems and nonconformities 218
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
viii Contents
ix
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
References 252
Index 254
Contents
Woodhead Publishing India Series in Textiles
●●
●●
● Fundamentals and Advances in Knitting Technology
Sadhan Chandra Ray
●●
●●
● Industrial Engineering in Apparel Production
V. Ramesh Babu
●●
●●
● Management of Technology Systems in Garment Industry

Gordana Colovic
●●
●●
● A Practical Guide to Quality Management in Spinning
B. Purushothama
●●
●●
● Modern Approach to Maintenance in Spinning
Neeraj Niijjaawan and Rashmi Niijjaawan
●●
●●
● Performance of Home Textiles
Subrata Das
●●
●●
● Fundamentals and Practices in Colouration of Textiles
J. N. Chakraborty
●●
●●
● Science in Clothing Comfort
Apurba Das and R. Alagirusamy
●●
●●
● Effective Implementation of Quality Management Systems
B. Purushothama
●●
●●
● Handbook of Worsted Wool and Blended Suiting Process
R. S. Tomar
●●

●●
● Quality Characterisation of Apparel
Subrata Das
●●
●●
● Humidification and Ventilation Management in Textile Industry
B. Purushothama
●●
●●
● Fundamentals of Designing for Textiles and Other End Uses
J. W. Parchure
●●
●●
● High Speed Spinning of Polyester and Its Blends with Viscose
S. Y. Nanal
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
xii Preface
References
1. Don, B. Great Leadership Depends, ,

www.LeadWell.com.
2. The Characteristics of a Leader: Demonstrating Good Leadership
Skills />characteristicsofaleader.html
3. Saad Deti Yasha Shikhare – By Prof S. D. Mahajan (Marathi)
4. Guidelines for Process Management in Textiles – By B. Purushothama
– CVG Books Publications
5. Winning Strategies – By B. Purushothama – Pubadchi Publications
6. Manku Thimmana Kagga – Br Dr. D. V. Gundappa (Kannada)
7. Huchchuraamana Muktakagalu – By B. Purushothama (Kannada)
8. Motivating a Team – Dale Carnegie Training – Dale Carnegie &
Associates
9. A Practical Guide for Quality Management in Spinning – By B.
Purushothama, Woodhead Publishing India
10. Quality Systems for Garment Manufacture – By Ellis Developments
Ltd. Nottingham, UK
11. Q.C. Tool Guide book by C.I.I – 1995
12. Embroidery Defects Checklists – American and Efird Inc.
13. Defects in wet processing, Causes and Remedies by Siddeshwar
Gaddam and Digambar Mirajkar, Solapur Textile Directory 1999-
2000
14. Visual Management through Five S: A Japanese tool of Kaizen – By
Shyam Talawadekar
15. Basics of Quality Leadership – By Tata Quality Management Services
16. Course curricula for Short term courses based on Modular
Employable Skills, Sector – Textiles, Director General of
Employment and Training, Ministry of Labour and Employment,
Government of India
17. Course curricula for Short term courses based on Modular
Employable Skills, Sector – Garment, Director General of
Employment and Training, Ministry of Labour and Employment,

Government of India
18. Quality People – Key to Excellence – 6
th
Asian Network for Quality
– Bangkok 2008.
19. Measuring Customer Satisfaction – Approaches for Getting Reliable
Information for Textile and Garment Industries – By B. Purushothama
– Fibre2fashion.com
20. Fairchild’s Dictionary of Textiles, 7th Edition, Fairchild Publications,
New York, 2000
21. The Change Agents Handbook – David W. Hutton
22. Quality Management in Garment Industry by B. Purushothama, ISTE
Publication 2007
23. Tablets Published by Textile Association India on different processes
of Textile Mills
24. Overcoming Resistance to Change – By Dr. Joel. R. DeLuca
25. Change Management by Allan Chapman – Business Balls.com
References 253
1
1
Technical staff development
1.1 The need for trained technical staff
The textile and apparel manufacturing is one of the oldest trades in the
world and has innumerable units world over engaged in this activity. There
is a high competition between segments and units and is bound to be high
all the time. The success of a company depends on how competitively one
can produce goods to the satisfaction of the customers at competitive price
and deliver in time. Therefore, continuous developments can be seen in
the technological aspects as well as in managerial aspects in the industry.
The industry which was highly labour intensive is gradually becoming

capital intensive especially in the sectors of spinning, weaving, doubling
and twisting, texturizing, wet processing, non-woven and technical textiles,
where as it is still labour oriented in garment sector and decentralized
sectors. Further the process of manufacturing has number of control steps
to ensure that products are suitable for the ever changing requirements of
the customers. Although, automation reduced the human activities, still
there is a need for technical persons to monitor the processes to ensure
that they are carried out as planned and the work practices are adhered to
as needed to get the required quality and productivity. Such person is termed
as a supervisor or a middle management staff. Anyone doing these activities
is a supervisor.
The supervision is a very important activity in the industry to monitor
the activities on person to person and minute to minute basis. The job
involves both technical aspects and the human related approaches. There
are number of technical colleges and polytechnics providing basic
information on the technology, where as in the industry, the first job given
to a technician is supervising the activities and monitoring them. The
candidates completing the courses get their diplomas, bachelor or master
degrees or even doctorates. The industry recruits them by seeing their marks
and the way in which they answer in the interviews, but grumble them as
not up to the mark when they start working in the industry. The colleges
give lot of information to the students that can cover all types of possible
jobs a candidate can take like that of working in a shop floor of an industry
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2 Training and development of technical staff in the textile industry

or working as a faculty in an educational institute or as a research scholar
and so on. The college education gives the basic knowledge of technology
but not on the practical activities a supervisor has to do in an industry. The
colleges can give some hint on the roles and responsibilities of a supervisor,
but cannot effectively train a supervisor. The reasons are many. Normally,
one uses only 5% to 10% of what was learnt in the college while working
in an industry, as the industry cannot have all the processes or machines
taught in the college. Industry restricts itself to one or two specific
processes and develops it as core competency. It expects their supervisors
to concentrate on the process and the systems adopted and not to bother
about other systems or technologies as it cannot give the results or they
could not be adopted due to various reasons.
To get trained as a supervisor the candidate needs some exposure to
industry working and the one giving training should have thorough practical
experience in the industry. The trainer should not only impart skills to the
candidates but also should improve their competency for solving their day-
to-day problems by logical approaches. The services of such people in
training the supervisors shall be very helpful to the industry.
1.2 Quality people  key to excellence
The globalization and opening up of world markets along with rapid
technological developments are the salient features of the present economy.
Severe competition between and within industries can be seen worldwide.
Everyone is trying to be competitive. Installing the latest possible
technology and introducing new products with special features are the
normal strategies adopted. Huge amounts are spent for installing the
laboratories, plant and machinery with state-of-art technology and highly
qualified managers and sub-managers are employed to run the plant. The
image of “quality people” and “quality company” are felt as very essential
to attract the customers to be in the market and run the business
successfully.

All organizations wish to be successful in their ventures and do a lot to
get the reputation of a ‘quality company’. The efforts include improving
the conditions by adopting latest technologies, cutting costs wherever
possible, recruiting people with high qualification and experience, offering
good remunerations and packages to attract and retain competent staff,
training and educating people, benchmarking and adopting systems that
brought success to other leading companies, trying to develop a culture
compatible to the requirements and impressing the customers and public
by various means. People feel proud while working with latest machines
and equipments. Customers feel that a company with latest technology
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Technical staff development 3
and best infrastructure is capable of giving consistent good quality. The
customers expect a consistent product at low price delivered at shortest
notice because of the latest State-of-Art technology adopted. The
management also ensure best possible raw materials and accessories (even
by paying premium prices) to achieve the quality products. Inter company
comparisons are made for quality and efforts to always remain on the top.
But we see that in a number of cases the companies are struggling to
survive. The members of the management are grumbling that even after
investing huge amounts on new machines, employing highly qualified
professionals by paying very high pay package, spending huge amounts
for getting various certificates like ISO 9000, ISO 14000, SA 8000, etc.,
there are no returns. The market did not pay any premium for the quality
goods made with latest machines, it goes by the lowest quotation and

whatever earned is just sucked by the banks as interest and as taxes by
government.
Only by having the state-of-art technology cannot help a company in
succeeding in the competition, where as people with competency to manage
the technology is more important. Incompetent persons can spoil the
company even with latest technology, where as competent people can
manage the company even with old technology, as they know the way of
working with the available technology and taking best out of it. It is
normally seen that the industry users depend much on the manufacturers
for the maintenance of their machines including the scheduling,
replacement of parts, overhauling and settings, whereas it should be the
work of shop floor technicians, as they are the users. If shop floor
technicians take interest and practice the tuning of the machines, they
should be able to get the required quality and productivity. The fear of
failure or of spoiling the costly machines make the management think of
taking the help of machinery manufacturers, but by that, they are making
their own people inefficient and useless. One should remember that unless
he jumps into water he cannot learn swimming. One should be self
sufficient to protect self and come out successfully.
In textile and apparel industry, technology is developing fast and the
dependency on the human beings is being reduced by automation. The
machine speeds are reaching high levels. Although, the attempts are made
to reduce human errors, the men on spot needs to be more alert with new
high speed machines than handling conventional slow speed machines, as
the loss shall be high with high speed machines even for small mistakes or
stoppages. Unless the persons are well trained and work with presence of
mind, the investment for new technology shall be fatal. The role of technical
persons become vital as they need to monitor the process and get the results
as required. Therefore, it is needed to train the technicians on continuous
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4 Training and development of technical staff in the textile industry
basis depending on the changes that are taking place in the technology
and the changing requirements of the customers.
1.3 Duration of training
Industry needs good supervisors, but is not in a position to spare them for
long term training courses. The supervisors working in industry shall have
observed number of things and would have a fair idea about their roles
and responsibilities, and need not be given detailed lectures as given to
college students who have not seen the industry. Therefore, short term
courses need to be developed to train the supervisors, while understanding
the working procedures of the mills in which they are employed or likely
to be employed. The duration depends mainly on the existing knowledge
and skills of the supervisor and the expectation of the management. There
is a need for modular approach, rather than a general training for the
specific needs of the industry. The duration of training might vary from
200 hours to 600 hours, i.e. 1 month to 3 months. The industry may
collaborate with any of the technical training institutes dealing in textile
and garment technology and get their staff trained in a systematic way and
have tests to ensure that the candidates make efforts to learn, and implement
what was learnt. Alternatively, where facility is available, one of the senior
staff can train the supervisors as per the curricula suggested, but it is
suggested to have tests conducted by an external expert.
1.4 Recognition
People shall be proud when someone recognises their work. Candidates
undergoing training also shall be proud when they get a certificate or a

memento for attending the training. A competent authority need to conduct
a test at the end of the programme by a panel of experts, who were not
involved in giving training. The successful candidates should be issued
with a certificate that is recognised by the industry. The recognition shall
make the candidates proud of their jobs and improves their moral. The
industry can be decided on the competent authority depending on their
critical requirements. It might be an educational institute, a research
organization, and an association of professionals or their own staff.
However, the certificates have more weight when given by an approved
authority from the government, university or a professional body.
1.5 Training modules
Depending on the requirements of individual mills or the garment
manufacturing units, different modules can be developed. The modules
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Technical staff development 5
should be prepared considering the specific works to be done and the
existing level of competency of the people on the job. The course curricula
should contain the practical competencies, the underpinning knowledge
to attain that practical competency, the tools and equipments needed the
control points and the check points in each operation, the effect of various
aspects on the quality and production, the critical quality requirements
and the soft skills for the supervisors to manage their sections. This book
gives general guidelines, whereas, it is suggested that the individual mill/
garment factory prepare their own curricula depending on the actual
machinery they have, the systems being followed and the prevailing culture.

In this book, discussions are made on general requirements of a
supervisor, and specific modules are discussed relating to the technical
staff of textile and garment industry.
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References
1. Don, B. Great Leadership Depends, ,
www.LeadWell.com.
2. The Characteristics of a Leader: Demonstrating Good Leadership
Skills />characteristicsofaleader.html
3. Saad Deti Yasha Shikhare – By Prof S. D. Mahajan (Marathi)
4. Guidelines for Process Management in Textiles – By B. Purushothama
– CVG Books Publications
5. Winning Strategies – By B. Purushothama – Pubadchi Publications
6. Manku Thimmana Kagga – Br Dr. D. V. Gundappa (Kannada)
7. Huchchuraamana Muktakagalu – By B. Purushothama (Kannada)
8. Motivating a Team – Dale Carnegie Training – Dale Carnegie &
Associates
9. A Practical Guide for Quality Management in Spinning – By B.
Purushothama, Woodhead Publishing India
10. Quality Systems for Garment Manufacture – By Ellis Developments
Ltd. Nottingham, UK
11. Q.C. Tool Guide book by C.I.I – 1995
12. Embroidery Defects Checklists – American and Efird Inc.
13. Defects in wet processing, Causes and Remedies by Siddeshwar
Gaddam and Digambar Mirajkar, Solapur Textile Directory 1999-

2000
14. Visual Management through Five S: A Japanese tool of Kaizen – By
Shyam Talawadekar
15. Basics of Quality Leadership – By Tata Quality Management Services
16. Course curricula for Short term courses based on Modular
Employable Skills, Sector – Textiles, Director General of
Employment and Training, Ministry of Labour and Employment,
Government of India
17. Course curricula for Short term courses based on Modular
Employable Skills, Sector – Garment, Director General of
Employment and Training, Ministry of Labour and Employment,
Government of India
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




18. Quality People – Key to Excellence – 6
th
Asian Network for Quality
– Bangkok 2008.
19. Measuring Customer Satisfaction – Approaches for Getting Reliable
Information for Textile and Garment Industries – By B. Purushothama
– Fibre2fashion.com
20. Fairchild’s Dictionary of Textiles, 7th Edition, Fairchild Publications,
New York, 2000
21. The Change Agents Handbook – David W. Hutton
22. Quality Management in Garment Industry by B. Purushothama, ISTE
Publication 2007

23. Tablets Published by Textile Association India on different processes
of Textile Mills
24. Overcoming Resistance to Change – By Dr. Joel. R. DeLuca
25. Change Management by Allan Chapman – Business Balls.com
References 253
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Training and development of technical staff in the textile industry6
6
2
Technical staff  the middle management
2.1 Introduction
Technicians play crucial role in managing the process of any organization.
They are involved in the design and establishment of the process,
coordinating with the people on the shop floor and making them understand,
implementing the process, monitoring and correcting them. Therefore, the
credit for success or failure of a process goes to the technicians on the
floor.
The technicians are always under the pressure of producing the required
quantity in time as per the agreed quality irrespective of the odd situations
faced due to various factors relating to labour management, power shortage,
maintenance lapses, non availability of critical parts, changes in climatic
conditions, and sudden changes in customer requirements and so on. They
have no right to give an excuse; instead they have to give results under all
circumstances by foreseeing the problems and taking precautionary
measures. They have been respected for this ability through out the world.

However, unless one applies his mind and work out solutions for various
problems faced, it shall not be possible for him to be successful as a good
technician.
2.2 Roles and responsibilities of supervisors
The supervisor is the manager of his section and has the rights of achieving
the sectional and departmental objectives by planning, coordinating,
implementing and controlling the activities. The supervisor, who is a
mediator between the top management and bottom line workers, have the
following responsibilities:
● Understanding precisely the requirements of the customer and
communicating to the workers producing the quality in the language
understandable by them.
● Understanding the company capabilities, like process capability,
human resource capability, funds availability, material availability,
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Technical staff  the middle management 7
infra structure availability, etc., and working out the plans to
accomplish the production requirements.
● Understanding the ethical and legal requirements of the process for
the products and services planned and monitoring to meet the
requirements.
● Designing the product that is acceptable to customer and the society.
● Designing the process to get optimum output at minimum time and
cost.
● Deciding the measures for measuring and monitoring processes and

monitoring accordingly.
● Working out the detailed quality plans and the actions needed at
different levels and ensuring the same is implemented as planned.
● Working out the production programme, implementing and
monitoring them.
● Planning for the raw materials, spares and consumables and indenting
for the same as needed.
● Procuring the required materials in time and ensuring their quality
by proper inspection and testing.
● Planning the maintenance activities and implementing them to have
minimum loss of time for maintenance while ensuring lowest possible
failures.
● Tuning the machines as per the process designed while understanding
the technical capabilities.
● Educating and training the men on shop floor on the production and
quality aspects of the product and the process.
● Allocating suitable competent workmen for the skilled jobs and
monitoring their works relating to quality and productivity.
● Maintaining harmony in the work place and creating a good work
environment.
● Monitoring the process periodically to ensure its suitability and to
have lowest wastes possible.
● Documenting the procedures adopted, actions taken on problems and
deviations in the results, monitoring and ensuring following of
procedures all the time.
● Reporting the activities suitably to superiors as well as to the next
person taking charge, highlighting the deviations and special actions.
● Analysing the reasons for deviations in process and product
performance and discussing with the superiors for suitable actions
and taking actions as decided.

● Arranging for monthly, quarterly, half yearly and annual stock taking
as per the requirement of the company and the section.
● Working out the realization of fibres, yarns and fabrics on periodic
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Training and development of technical staff in the textile industry8
basis referring to actual consumptions and stocks and the material
actually realised.
● Maintaining harmony at work by adhering to company’s policies,
legal and regulatory requirements, while understanding the needs of
stake holders and taking all the workers together to achieve the
objectives and goals.

Functional heads

Floor in-char
g
es

Su
p
ervisors
Work force
or
Sho
p

floor associates
To
p
mana
g
ement
Middle management
2.1 Hierarchy of management.
2.3 The organization structure
Any organization shall have three levels, the investors or the owners in
the top referred as top management, the managerial and technical staff
termed as middle management and the operators or workers working on
the shop floor. The technical staffs do the work of understanding the top
management requirements and policies and deploying them down the line.
The supervisor shall act as a mediator between the two important layers of
the organization, viz. top management and workforce (Fig. 2.2).
The middle management gets broad guidelines and procedures from
the top, which need to be converted into specific instructions before giving
to workforce or the shop floor associates. They plan the activities depending
on the annual plans and the policies. They train the people as needed and
review the activities on shift-to-shift basis and keep a track of production
and quality.
2.4 Routine and special activities
The works in an organization can be grouped as “routine” and “special”
activities. The routine is supposed to be done regularly with out any
deviation. Normally, these works are allotted to people who are good
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