Mian Ali Burhan Tahir

20-NTU-TE-0124

Introduction:
With chances for employment and a positive impact on economic growth, the garment industry is an important
component of the worldwide economy. The garment industry relies heavily on training centres to retain a
competitive advantage and guarantee high-quality goods. These facilities offer training courses to help workers
improve their knowledge and abilities so they can fulfil market expectations. The success of these training
centres also depends on the choice of qualified instructors. The purpose of this project is to investigate the
function of training facilities in the apparel sector as well as the crucial selection criteria for instructors.

The Function of Training Facilities in the Clothing Sector

A. Skill Development: Training facilities offer specialised training courses to help garment industry
employees advance their technical proficiency. This covers machine operation, sewing techniques, pattern
design, clothing manufacturing, and quality control.

B. sector-Specific Knowledge: To keep employees abreast of the most recent advancements in the
clothing sector, training facilities disseminate information on industry trends, cutting-edge technology, and best
practises.

C. Standards Compliance: Training facilities make sure that employees receive instruction in accordance
with global labour standards, workplace safety regulations, and moral standards.

D. Enhanced Productivity: Training facilities boost the productivity, effectiveness, and general
performance of the apparel sector by improving workers' skills.

E. Career Advancement: Through the training programmes these facilities offer, employees have the
chance to improve their employment chances and move up the corporate ladder.

The value of worker evaluation in training facilities

A. Track Learning Results:

Assessments enable training facilities to gauge the information, abilities, and competencies workers have gained
throughout training courses. It aids in evaluating the training's success and pointing out areas that need
improvement.

B. Identify Personal Weaknesses and Strengths:

Through assessments, trainers may pinpoint employees' strengths and shortcomings and provide individualised
assistance and customised training interventions.

C. Measure the effectiveness of the training programme:

In order to make sure that their training programmes achieve the necessary learning objectives and industry
requirements, training centres can analyse the success of their training programmes overall by looking at how
well their employees perform.
D. Career Growth and Development:
In order to assist employees find areas for growth and plan their career development within the apparel sector,
assessments provide them feedback on their progress.

E. Standardisation and Quality Assurance:

By confirming that employees have the skills and knowledge required to produce high-quality products, worker
evaluations help preserve quality standards within the clothing sector.

Assessments Used in Training Facilities

A. Practical Evaluations
Practical evaluations measure how well employees use their knowledge and abilities in actual or simulated job
situations. This may entail activities like sewing, pattern-making, machine operating, and quality control for
clothing.

B. Written Evaluations:
Written evaluations gauge a worker's conceptual understanding, grasp of business principles, and awareness of
best practises. This might take the shape of examinations, essays, or quizzes.

C. Performance Assessments:
Performance reviews examine a worker's overall effectiveness, including their work ethic, professionalism,
ability to collaborate with others, and communication abilities.

D. Portfolio Evaluations
Portfolio evaluations include samples of work, projects, and tasks from employees to show their abilities and
development over time.

E. Self-Evaluations
Employees are able to evaluate their own learning progress, areas of strength, and areas for development
through self-assessments. It fosters self-directed learning and a sense of accountability for one's own growth.

Approach of the trainer towards the trainee:

In the garment business, a trainee's attitude towards their trainer might differ based on a number of variables,
including as the trainee's personality, the trainer's teaching style, and the training programme itself. However, on
general, trainees are more inclined to see their trainer favourably. Trainers who exhibit subject-matter
competence are more likely to be respected and trusted by trainees. Trainees are likely to have high esteem for
trainers with industry expertise who may offer helpful counsel and direction. Trainees are more likely to have a
favourable impression of instructors who are personable, encouraging, and open to queries.
If a trainee perceives their trainer as personable and sympathetic, they may feel more at ease asking for advice
or support. Trainees can develop their abilities and knowledge by receiving constructive criticism from their
instructors on their performance. Trainers who offer comments in a positive and encouraging way are likely to
be well-liked by their trainees. Learning new abilities may be difficult, and patient and understanding instructors
can make trainees feel more at ease and confident. Trainees are likely to have a positive opinion of instructors
who take the time to clearly and patiently explain topics and practises.

In general, trainees are more likely to see their trainer favourably if they believe that they are educated,
personable, encouraging, and patient.

Principals of an efficient operators training programme

1) Recognise the task and complete it on your own

Before introducing a new task, the supervisor is required to interpret it and do it in accordance with the
Technical Department's standards, while adhering to the defined operational sequence, technique, and assigned
standard time. If the teacher can first comprehend and use the proper technique, he will be able to teach others
how to do so as well.

Companies nowadays need to recognise the value of scientific education, thus a significant amount of effort
must be made in this area. Training should have the potential to boost profitability, lower costs, increase
productivity, and minimise waste. Any organization's performance is correlated with its capacity to oversee the
skills and knowledge of its workforce.

2) Separate the work into uniform learning processes using

acquiring the more challenging motions

improving the way movements are carried out

learning the motions by heart; and

learning the whole operating flow.

3)Recognise the necessity for high-quality work.

The supervisor must recognise the job quality issues and communicate them to the operator while adhering to
the strict guidelines specified by the company's quality policy or client samples.

4) Gather data about the operator before training.

Every person responds to instruction differently. Only if the manager gathers all the knowledge he or she can
about the operator's personality, attitudes, and, most importantly, work history can it produce positive outcomes.

5) Make friendly initial contact with the operator.

It is crucial to greet the new operator being taught warmly, show him the work that has been completed in the
department, and encourage him to talk and pay attention to his exposures if he is coming from outside the
organisation or from another department. To enable the subsequent training, a relationship built on trust must be
created.

6) Explain to the operator in detail how the machinery and equipment operate.
The operator must have a thorough understanding of the machinery and equipment he will be working with in
order to do a successful job. In order to prevent accidents or equipment damage, the operator should dress in
accordance with safety regulations.

7) Describe and show how to carry out the procedure.

The operator must be given a detailed explanation of the tasks he must do, operation by operation and
movement by movement, by the supervisor. The hardest part of the task must be insisted upon patiently, and he
must first achieve quality and precision before moving on to operator speed.

8)Allow the operator to try the task.

The operator must work quickly during the training phase; he must become used to the motions of the operation
in the prescribed order to memorise the operational sequence so he doesn't have to think while working. The
operator's reactive action should include the complete operation sequence. The supervisor must pay close
attention to the operator and do each and every task with him, ensuring that he does not make mistakes. If an
operator makes a mistake, it must be fixed right away to prevent using the incorrect techniques.

9) Allow the operator to operate in a calm setting.

An anxious surgeon utilises more muscles than are necessary to complete a new procedure because they are
overly concerned, which wastes both physical and mental exhaustion. The operator is experiencing anxiety as a
result of the novelty of the task, thus the supervisor must be very patient with him in order to prevent such
muscle rigidity.

10) In the shortest amount of time, reach the movement's top speed.
It is required to perform an operational sequence made up of many actions repeatedly and without pausing in
order to make learning it easier. Each individual movement must be learnt in a synchronised sequence, with the
regular pace and rhythm of labour being observed.

11) As soon as the operator obtains a high level of performance, put him in the production
line.

It's crucial to stop insisting on training after the operator reaches an acceptable level of performance and
quickness.The operator has to be given production responsibilities at this stage, but it's also important to keep
encouraging him.

12) Explain to the operator why performance has to be improved.

The operator must progressively reach the operating standard time throughout the training session. It's crucial to
make weekly progress, no matter how tiny. For instance, before the teacher presents the operator the results
(feedback), a production of 100 pieces per hour during the first week, 140 pieces per hour during the second
week, and so on. If the outcomes do not match the anticipated successes, it is vital to examine each action taken
by the operator in turn and correct any mistakes that result in time loss.

13) Regularly check to see if the approach is being used.

The agreed procedure must be upheld and guaranteed to be completed on time and without deviation. It is
required to retrain the operator through a fresh training programme if they do not abide by the approach chosen.
Only the Technical and Method Department has the authority to assess whether to alter the working method and,
as a result, to document the change in the technical files and business records.