Sewing Manager

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Job Benefits

Supervising 8-10 sewing lines

1. Sewing Preparation

Sewer Headcount Planning: review the order loading and current sewer headcount situation to forecast future sewer requirements. Collaborate with the relevant functions (e.g. AAMT, Operator Human Capital Management & Administration, etc.) to fulfill the manpower requirements.
Pre-production Preparations:
- attend cross-functional pre-production meetings to ensure the required skilled labor and machine resources are in place for achieving the production plan from CSP.
- communicate the critical focus areas to Sewing Supervisors
- hold Sewing Supervisors accountable for communicating production targets and critical areas to the operators in the daily meetings.
Setting Production Targets: with input from Sewing Supervisors, set a daily/hourly target for each sewing line, based on the orders allocated to each sewing line and the overall target efficiency for the Sewing Unit.
Production Inputs: monitor on-time delivery of production inputs to ensure materials arrive on the sewing lines according to the production plan and work with upstream departments for improvements as needed.
Sewer Skills: seek assistance from AAMT Manager and Sewing Garment Technician Supervisor to arrange for new operation/skills upgrade / multi-skill training to sewers where necessary.

2. Sewing Production

Production Monitoring:
- develop operation breakdowns for assigned new styles within the Plant and Customers’ requirements in the most cost-effective way.
- hold Immediate Employees (IEs) accountable for identifying bottleneck processes and making adjustments within the sewing lines, and personally assist as needed.
Line Balancing: reallocate workers across sewing lines as needed to ensure production plan targets can be achieved.
In-line Technical Support: seek support from the inline technical support teams (Continuous Improvement, GTs, Mechanics) to ensure each line has sufficient technical support as needed.
Continuous Improvement:
- participate in performance improvement initiatives within the sewing lines.
- hold direct reports accountable for continuously identifying improvement opportunities and developing the required solutions.
- share best practices across sewing lines

3. Sewing Quality

Quality Mindset: support the implementation of quality programs developed by Production Unit Senior Manager and Quality Assurance Manager.
Quality Monitoring: review daily quality reports with the Sewing Supervisors to track and identify the root causes of quality issues. Take the lead for corrective actions as needed.
Quality Inspection: conduct spot checks on quality and organize IEs to implement corrective measures.

4. Cost Savings

Fabric Utilization: regularly review with Materials Management Manager on fabric utilization performance and implement the improvement plans accordingly.
Sub-materials: support the Production Unit Senior Manager in the implementation of wastage reduction actions.
Energy: support the Production Unit Senior Manager in the implementation of energy reduction.
Excess Cost: support the Production Unit Senior Manager in the implementation of excess cost reduction.
Consumables: support the production manager in the implementation of consumable cost reduction.

5. Conducive Work Environment

Production Safety: monitor and ensure the sewing environment, processes and tools are maintained at an optimum condition and abide to the Group’s and national production safety regulations.
Compliance: monitor and ensure all Group Ethical Business Practices (EBPs), customer codes of conduct and local labor laws are met.

6. Production System

TPS Compliance: regularly audit the production lines against the TPS standards and take appropriate actions in case of non-compliance.
TPS Line Certification: hold Sewing Supervisors accountable for preparing for and maintaining the TPS Line Certification. Provide guidance and seek support from the relevant functions (e.g. Lean Manufacturing) as needed.
Daily Kaizen: incorporate daily kaizen into daily operation routines to drive continuous improvement in production performance.

7. Operator Engagement*

Operator Expectations: identify key expectations of sewing operators for their jobs.
Effective Working Relationships: work to meet the key expectations of sewing operators where appropriate, build, maintain effective and respectful working relationships to drive high sewing operator engagement

8. Managerial Leadership of Immediate Team

Business Context: communicate the ‘bigger picture’ context in which IEs need to plan and execute work (e.g. world, country, industry, Group, customer and inter-departmental considerations.)
Collaborative Teamwork: establish process for meeting regularly and holding IEs accountable for effective and collaborative teamwork at their level.
IE Performance Management*: agree on SMART goals and assignments with each IE and provide continuous managerial guidance and feedback. Provide support for enhancing performance in the current role, conduct midyear progress reviews and determine year-end performance appraisal ratings.
IE Development*: assess the strengths and development needs of each IE and coach him/her in developing their FSKs and MLCs in line with the Role Profile of his/her current job.
Recognition and Reward: provide differential recognition and recommendations for reward incentives for IEs (pay, promotion, development opportunities.)
De-selection: recommend re-assignment or termination of IEs where appropriate, supported by a fair ‘due process’ and structured performance improvement program.
Appeals Process: provide an appeals process for employees one level down (EoDs) who have a grievance with his/her Immediate Manager (IM)

Working location: 70km far from Hanoi, Vietnam

Working time: Office hours from Monday to Friday