Sample Room Manager

Location Tỉnh Vĩnh Phúc
Category Production
Job reference 11405
Job type Permanent
Consultant email
Consultant contact no +84 976 249 933
Date posted Aug 31, 2021
… to provide managerial leadership to the sample-making team to ensure samples are efficiently produced to meet the customer’s quality and timeliness specifications, and are constructed using the Methods Best Practices (MBPs) and new methods established by the Garment Technologist team.

1. Sample Development
  • Customer Preference: work with CSP / TGA and, if possible, with customers directly, to gain a better understanding of the customers’ requirements, fitting and styling preferences.
  • Methods Development: work with Sample Room Garment Technologists on construction feasibility and communicate with Sample Room Team Leaders (TLs) regarding any special requirements in the sewing process to ensure operators can produce samples to the customers’ specifications.
2. Sample Production
  • Input Management: collaborate with:
o warehouse to ensure fabric and sub-materials arrive according to the sample production schedule.
o CS to ensure all information arrives according to the sample production schedule.
o Pattern Technologist to ensure pattern is ready for sample cutting.
  • Pre-Production Preparation: provide guidance and hold Sample Room TLs accountable for arranging manpower and machineries for sample production in a timely manner.
  • Setting Production Targets: set the daily / hourly production targets and hold Sample Room TLs accountable for achieving the targets.
  • Monitoring Sample Room Performances: work with Sample Room TL on monitoring sample making process to ensure on time production of samples. Review daily sample output and make adjustments to the sewing lines where necessary.
  • Documentation: hold Immediate Employees (IEs) accountable for creating and maintaining a system for organizing and storing files and records of past styles and acquired technical knowledge / solutions to problems.
  • Sample Review: communicate with TGA, in collaboration with CS, on a regular basis to analyze the feedback from customers on samples. Review customers’ needs against the Sample Room’s production capability and look for way of improvement.
  • Sample Quality: arrange QC to audit the quality of samples to ensure samples meet customers’ requirements prior to submitting for approval. Review regular reports analyzing the primary problems and work with Sample Room team to develop solutions.
3. Operator Engagement
  • Operator Expectations: identify key expectations of Sample Room operators for their jobs.
  • Effective Working Relationships: work to meet the key expectations of Sample Room operators where appropriate, and build and maintain effective and respectful working relationships to drive high production operator engagement.
4. 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 mid-year 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).
5. Personal Effectiveness
  • Assessment: take accountability for self-assessment of how to improve own personal effectiveness in the current role.
  • Feedback: ask for feedback regarding personal effectiveness from relevant parties.
  • Development Plan: pro-actively discuss ways for improving personal effectiveness with own IM. Seek opportunities for learning and growth. Participate fully in development opportunities provided by the Group and consciously apply the learning from the development programs.