Training new, experienced employees
ost of us who
interview a person with many years of experience in the fabric
care industry are thrilled to find a person with all that
on-the-job experience who does not require any training or
unproductive apprentice time.
Is this utopia and paradise?
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I recall when I was in business I would
introduce the new, experienced spotters or pressers to the
plant manager to begin the re-training program. I found
this critical since most of my procedures were somewhat
different from my competitors.
My stress was on quality first and
production next: quality not being the least compromised for
production.
When re-training a drycleaning finisher,
you must demonstrate each lay for each garment as
“by-the-numbers” from its beginning to its end.
These are simple rules, such as no vacuum while the press head
is down, and to apply vacuum immediately when the head is
opened. Or Applying vacuum for enough seconds to achieve a
thoroughly dry area. And using buck steam with a light contact
by the press head on soft finish fabrics, etc.
For shirt finishing, our sequence of lays
was demonstrated, and the trainee was then tested to ensure the
same sequence was followed.
In this regard, I found that none of the
experienced candidates had been previously trained to produce
the same quality and production as I had required.
When detailing the finished shirt, it is
important to demonstrate how to button the second and fourth
buttons, how to insert the collar support, how to cross and
secure the sleeves and ensure that all buttons are there. Do
you think that the previous employer required all this? I think
not.
In the drycleaning and spotting department
I had to do most of my re-training in order to cleanse the mind
of the candidate to forget the bad habits found with so many
“experienced” spotters — how to properly hold
the steam spotting gun and at the proper distance from the
garment, how to tamp on a spot, how to use the spatula, what
spotting agents to use first, etc.
A great deal of re-training must be
applied in the inspection, assembly and bagging department.
Most candidates are not properly trained to inspect garments
for spots and finishing quality. Usually, the inconspicuous
areas are closely looked at while the conspicuous areas are
ignored. Buttons must also be closely looked at for damage as
well as for loss.
When assembling orders, using the proper
hanger and guards must be stressed. Ensure that all pants are
hanging so that the legs are at least six inches below the
waist and straight to avoid making a double crease.
My favorite peeve was in men’s suit
coats and sport jackets which had to have crisp lapels which
break about one inch above the top button and lie flat without
being creased.
Also, the collars of these coats and
jackets are rarely pressed, and this deficiency must be
corrected with creasing the collar down through the gorge seams
(where the collar is sewed to the top of the lapel). Of course,
this procedure was stressed in the re-training of the finisher
candidate also.
Moving next to the customer service area,
a lot of re-training is required beyond the usual customer
service and personality projection. Procedures such as quickly
“eyeballing” each garment that is being invoiced
for damages and spots and pointing out these deficiencies to
the customer and noting them on the invoice (either by typing
or by hand writing).
“Suggestive selling” of
repairs, water repellent, sizing, etc., should be incorporated
in the re-training. In my operation, all my customer service
representatives wore a tape measure around their neck to
indicate that we sell alteration and clothing repair services,
and our tailoring department was located adjacent to our
customer service area in view of the customers.
There are so many points to be considered
when hiring an experienced person that the list can be
unlimited. Whatever you do, do not try to fall completely on
the previous working experience of the new hire. A very
important part of the interview is to extract from him/her the
amount of knowledge that is useful to your particular
operation.
Give direction to your employees
Workers who are directed in what they are
expected to do are not only more productive, but they are most
frequently happier workers. The job description, which was
mentioned in last month’s article, takes the guesswork
out of the responsibilities of the employees. However, the most
dangerous action for the employer is to assume that new
employees know and understand what is expected of them. In this
regard, do not forget the following four-step process for
teaching your new employees:
1. Tell them what to do. When you tell new employees what they are
expected to do, make certain you tell them in terms they can
clearly understand.
With the experienced employees, as well as
to the inexperienced ones, explain the terms that are common to
the industry and used in this plant. Speak distinctly, and
after you have instructed the employees in the process it is
good to ask, “Have I made myself clear; do you
understand?”
Ask if they have any questions. It is
better to clarify any misunderstandings at this time than to
permit them to create problems later.
2. Show them how to do it. After you have told them what to do, you
should personally demonstrate the process or procedure. Your
credibility as the manager or owner “who really knows his
business” shows very clearly that you are able to perform
the tasks that you are asking them to do. Try to reduce the
process or procedure to a sequence of steps of “1, 2,
3” for making learning much easier.
3. Have the trainee(s) do it. When implementing this step you should first go
through the new process or procedure and then ask the
trainee(s) to perform it.
Have the job performeded at least twice to
ensure that it is thoroughly understood. Make immediate
corrections, and make them diplomatically.
4. Check the results. After the trainees have performed the task, you
should carefully review their work. Again, make corrections if
needed, but the corrections should be made after you have
offered words of praise. Praise for the inexperienced candidate
is a very important part of his/her psychological attitude
toward the job.
Supervision of your employees
All employees, both experienced and
inexperienced, need supervision. When you fail to supervise,
you are running the risk that they may complete their
assignments as they believe is right rather than as you have
directed. A good supervisory program keeps employees alert to
the necessity of following your guidelines.
Supervision of your employees should
involve a series of checks and balances so you can retain
direct control over their day-to-day activities.
When you fail to supervise your employees,
you are placing the reputation of your operation in the hands
of individuals who do not always have your best interest at
heart. Supervision is one of the most important management
functions, and you should not assume that your employees are as
interested in protecting your business as you are.
Maintaining sufficient records of each
employee’s performance in order to make objective
decisions for added compensation or possible dismissal is
vital. The records should be fully explained at the time of
employment so there is no misunderstanding as to the level of
performance you expect.
Also, the performance of each employee
should be made available at the performance review, which
should be scheduled at least one each year.
In the case of a new employee, you should
conduct the first performance review after the first month on
the job.
Coordination
The manager or owner should strive to
maintain harmony among all of the departments and employees in
order to achieve the objectives of your company.
If the customer service representatives
are promising delivery of the customer’s garments today
at 5 p.m., but have not coordinated this delivery promise with
the personnel in the plant, there is no coordination.
We often find that “the left-hand
does not know what the right-hand is doing,” and this
results from poor management communication with the entire
staff. Not only does this cause internal problems, but it also
shows the customers that you lack good, professional
management. This can also damage your image and reputation, and
it can spread from one customer to another. Remember: one
satisfied customer may win you two; however, one dissatisfied
customer may lose you 50.
Note: My spotting video, “The
Caplan Method of Stain Removal,” which includes my
comprehensive text and handy spotting board reference available
in English, Spanish and Korean (video only in Korean) from the
Golomb Group, c/o Dennis McCrory, 7664 Plaza Court,
Willowbrook, IL 60521, phone (800) 679-5856. A lecture and
demonstration are presented similar to my classes over the
years at IFI and SDA. This video and text are ideal for
training inexperienced spotters as well as a good review for
experienced spotters. Digesting with enzymes, bleaching,
oxidized oil stains and caramelized sugar stains are discussed
and demonstrated. An article on “Removing Spots in the
Cleaning Machine” and an article on “How to
Increase Production in the Spotting Department” are
included in the comprehensive text book.
Also available from the Golomb Group, in
English and Spanish, is my video on step-by-step shirt
finishing which includes my comprehensive text in loose-leaf
form outlining each procedure for single-operator and
two-operator cabinet shirt unit using a cabinet sleeve press.
Proper forming of the collar using heated collar formers is
demonstrated. Each lay is demonstrated for top quality with
very little effort by the operators. Attractive detailing and
packaging of the hangered shirt, padding, steam pressures and
timing are all discussed. A unique wash formula for whiter
whites and brighter colors and removal of grease and body oils
is included in the loose-leaf text book.
My experience with shirts spans over 55
years with US Army as a principal laundry and dry-cleaning
concessionaire at Ft. Meade, MD, where average shirt volume was
approximately 10,000 per day. We were constantly
“sampled” for excellent quality in both finishing
and washing in laundry and drycleaning and in tailoring. We
operated our own 40,000-sq.-ft. plant for over 35 years.
Stan Caplan has over 35 years experience
in his own high volume dry-cleaning, laundry and tailoring
plant and two package plants with adjoining coin-operated
laundry and drycleaning. Stan is the former chief instructor at
the International Fabricare Institute, the Southwest
Drycleaners Association and various other trade
association-sponsored schools throughout the US and courses in
Canada, Mexico, South Africa, Singapore and Hong Kong. Stan
offers consulting, training and engineering services in all
areas from customer service area to the boiler room since 1981.
His complete system withtotal quality management will produce
maximum efficiency, economy and product excellent quality. Stan can be reached at 3601 Clarks Lane, Suite
307, Baltimore, MD 21215-2731, phone/fax (410) 358-0870. His e-mail address is stancap100@aol.com.
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