For the Development and Implementation Of the Sudokkho Industry-Based Training Components

Dagher Consulting Group

For DCG staffs only

DCG

Operating Guidelinesfor NFCs

These guidelines for DCG national field consultants have been designed to standardise methodology for their implementation of Sudokkho’s Industry-Based

Training (IBT) components..

The methodology and techniques outlined will help the consultants first to effectively carry out the task of training needs assessment (TNA) and then to enhance awareness of their duties and responsibilities involved in the

implementation of training, backstopping and reporting on progress of programme.

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Table of Contents

1 OVERALL DUTIES AND RESPONSIBILITIES OF NFCS 4

1.1 TIMESHEET 41.2 WRITING AND DOCUMENTING STYLE 41.3 ABNORMALITIES 41.4 TRAINING FEEDBACK AND ACKNOWLEDGEMENT 41.5 TIME ACTIVITIES CALENDAR (TAC) 51.6 DAILY AND OCCASIONAL REPORTING METHODOLOGY 5

2 NFCS OPERATING GUIDELINES 6

2.1 PHASE 1: ORIENTATION SESSION 62.2 PHASE 2: TRAINING NEEDS ASSESSMENT (TNA) 72.2.1 TNA CATEGORIES 72.2.2 TNA STEPS 72.2.3 SUMMARY OF TNA AND PREPARATION FOR OPERATORS 92.2.4 IN-HOUSE TNA INITIATIVES CALENDAR FOR OPERATORS PROGRAM 112.2.6 IN-HOUSE TNA INITIATIVES CALENDAR FOR SUPERVISOR PROGRAM 122.3 DATA REQUIRED FOR ROI 132.4 PHASE 3: TRAINING OF TRAINERS AND ASSESSORS 142.4.1 TRAINING TIPS FOR NFCS 142.4.2 FEEDBACK FROM THE TRAINERS AND ASSESSORS 142.4.4 TRAINING ACKNOWLEDGEMENT FORM 162.4.5 COACHING AND EVALUATION OF THE TRAINERS 162.4.6 COACHING AND EVALUATION OF THE ASSESSORS 172.5 PHASE 4: BACKSTOPPING ACTIVITIES 192.5.1 COMMUNICATION 192.5.2 ASSESSMENT AND OBSERVATIONS 192.5.3 ABNORMALITIES 192.5.4 REPORTING AT BACKSTOPPING STAGE 192.5.5 BACKSTOPPING CHECKLIST - NFC 20

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1 Overall Duties and Responsibilities of NFCsEach participating RMG or Sweater factory in the IBT programme will be handled by a DCG national field consultant who will visit for 28 days. Each visit has a different purpose in order to maintain focus and maximise outcomes. The work plan for the NFC (National Field Consultants) is split into the following four phases and details are provided in the operating guidelines chapter 2:

Phase 1: Participate in orientation session with DCG team (1 day)Phase 2: Training Needs Assessment (4 days)Phase 3: Training of trainers and assessors (3 days) then

Implementation (14 days)Phase 4: Backstopping (6 days)

1.1 TimesheetA daily timesheet must be maintained by each NFC and submitted at the end of each month to the international senior consultant (ISC) along with all transportation and communication receipts for final verification and approval. Before submission, the NFC and ISC must sign off on the timesheets. (The timesheet form is provided by Sudokkho and covers each month’s task orders as assigned to DCG).

1.2 Writing and Documenting Style 1. Documents and reporting details must be set in British’s language with specific style as mentioned below

a. Fonts: Arial – Regular b. Heading 1: 16 characters c. Heading 2: 13 characters d. Heading 3: 11 characters e. Text: 10 characters f. Date in work processing: should be as this style (24 October 2018) g. Date on Excel sheet: should be as this style (24–Oct-18)

2. Documents must be free of any wrong spelling. It is recommended to run the auto-spelling prior to the submission of the document or excel sheet to DCG or the client.

3. The NFC must maintain the formats provided by DCG in same style (font, size and layout). No changes are allowed.

4. All files names must be maintained as provided by DCG while changing the details of the file name to reflect the aim of the file. (details of the name can be the date, the factory name or the consultant name)

1.3 Abnormalities 1. The ISC must assist the NFC to deal with any concerns that affect the quality and/or duration of the training

programme and communicate those concerns to factory senior management, the Sudokkho team and the international expert (IPC). If any serious problems arise affecting the possible outcome of the training programme, the ISC must immediately request the support of Sudokkho to resolve those issues.

2. The NFC must inform the ISC 48 hours in advance in case of absenteeism and needs for a day off. NFC is responsible to make the necessary adjustments needed with the assigned factory and proposed new plan to cover the lost day.

1.4 Training Feedback and Acknowledgement1. All trainers and assessors must fill out a feedback survey form but are not obliged to give their names. The

forms are submitted in a designated envelope.2. At the end of each session for trainers and assessors, the DCG event feedback survey form must be

handed out for their evaluation of the session. 3. The NFC will hand over the feedback survey forms to the ISC who will compile the data, summarise the

results and make a report to the international principal expert (IPC). 4. The feedback forms must be returned to Sudokkho in a sealed envelope showing the title and date of the

evaluated event along with the names of the factory and assigned NFC

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5. End of the training of trainers and assessors, the trainers and assessors must sign off the acknowledgment form to ensure all training have been provided adequately.

1.5 Time Activities Calendar (TAC) The NFC must follow the Time Activities Calendar (TAC) provided by DCG which is also given to the trainers and assessors. In the event of any delays,

1. The ISC must be notified and give authorisation before any modification of the TAC can be made. 2. A copy of the updated TAC must be sent to DCG and Sudokkho team instantly.

1.6 Daily and Occasional Reporting Methodology Reporting system must be respected as outlined below

1. The NFC must report on a daily basis to the ISC at the end of each visit to give feedback and to share concerns and possible actions.

2. The NFC must report end of each work phase by filling in online the requested information and submit to DCG project coordinator.

3. The NFC must submit electronically end of each work phase all support documents as mentioned on DCG project within 24 hours after the completion of work phase and must ISC must be copied on same email.

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2 NFCs Operating Guidelines

2.1 Phase 1: Orientation Session DCG (Dagher Consulting Group) will provide the necessary support for the implementation of the Sudokkho in-factory training system at the participating RMG and sweaters factories.

At the start of the programme, an orientation session is held at the factory where factory senior management and staff will be debriefed and consulted to design a customised training system based on the factory’s specific requirements.

Prior to the orientation session, Sudokkho will send a letter showing the table below and requesting the factory to undertake the following activities before the orientation session is held:

Nominate a project coordinator to assist the consultant at the training needs assessment stage. Identify candidates to be nominated as trainers and assessors. The eligibility criteria are outlined in the

training manual. (It is preferable to have more than one trainer). Designate an area where the training will be carried out.  The orientation session will be led by the international senior consultant in the presence of the Sudokkho and DCG assigned NFC. The orientation session focuses on the activities outlined below:

Session / Activity Duration Required Personnel

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Opening generic discussion with management Introduction of DCG consultants / Sudokkho team Understanding the current system for selection and recruitment of sewing machine operators (SMOs) and challengesIntroduction to IBT system and structure including backstopping and data capture for KPIs (key performance indicators)Explanation of programme methodology needs and benefits in line with factory challengesMutual agreement on ROI (return on investment) analysisIntroduction by factory of project coordinator, trainers and assessors Finalisation of work calendar

90 minutes

CEO or COO (if available), General manager, HR mgr., factory and production mgrs., IE and quality persons in charge, project coordinator, appointed trainers and assessors (Maintenance and senior line chiefs also welcome)

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Walk through the production floor to observe current set-ups and practices Learn about current skills and performance Visit designated area/space where training to be conductedVisit to any existing training area to observe set-ups and systems

90 minutes Project coordinator

IE person in charge Trainers and assessors

3 Evaluate selected trainers and assessors 60 minutes

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Hold closing meeting to decide on visits schedule for TNA and methodology for selecting/screening and recruiting of SMOs Hold sensitising session briefing for line management and supervisors

90 minutes

Same personnel as Session 1

 

The NFC attends to the orientation session with DCG senior consultants.

This session serves the NFC for: 1. NFC meets and evaluate the training personnel if they are selected. 2. Observe the manufacturing system and operations3. Exchange contact details with the project coordinator and other relevant key stakeholders. 4. Provides the essential information required for the ROI

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2.2 Phase 2: Training Needs Assessment (TNA)Before implementation of the IBT system, the skills requirements and the number of potential trainees for each participating factory must be identified. That step is then followed by the TNA.

The TNA phase aims to analyse the needs in terms of information, equipment, tools, standard operating procedures (SOPs) and techniques in order to attain the identified skills requirements. Training materials and assignments are then customised accordingly. It is vital to gather all needs in an effective manner in order to avoid delays.

The NFC allows the factory 8 days for advance preparations before the implementation of the IBT system (ToT and ToA). Is recommended for the ISC to visit in mid process or last day of the TNA.

2.2.1 TNA Categories The TNA covers the following categories of focus:

TNA Categories for operators’ Program

1 Skill identification (skills performance chart)2 Dexterity and other tests prior to recruitment3 Tools, equipment and furniture required for the training facility 4 5S checklist poster 5 Safety guidelines posters 6 Machinery clean-up routines 7 Machinery set-up and adjustment exercises 8 Time values for machinery set-ups9 Standardised elemental activities poster 10 Update assignments no. 1 to 5 as per skill requirements 11 Cut parts for assignments no. 6 and 712 Select design of shapes to meet skill needs of assignments no. 8 to 1413 Update quality specifications, materials requirements etc. of each assignment as per selected design 14 Identify cut parts for specific training module 315 SOPs against skills requirements including instructions, parts placement sketch, etc.

TNA for Supervisors Program

16 Review the details required for the supervisor’s program

2.2.2 TNA Steps(Use the in-house TNA initiatives calendar to assign the name to each activity and to register the timeframe. Ref. 3.1.4)

2.2.2.1 Steps for Day 1 visit:On day 1, the NFC will carry out the following initiatives:

Skills Identification and Preparation for Recruitment (9:30am – 11:00am) On Day 1, the NC debriefs the project coordinator and training personnel on the skills requirements in order

to prepare for and carry out the TNA. Holds meeting with factory, production and HR managers to identify and finalise the skills requirements and

the number of trainees to recruit. o Debrief factory and production managers about selection and screening processes for potential

trainees (dexterity, vision and colour blindness tests) and set date to ensure these processes are in place before start-up.

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o Debrief factory management on the timeframe for the TNA and the start date of the implementation stage allowing the factory to finalise their recruitment period dates. Recruitment can be carried out up to 4-5 days prior to start-up.

Holds meeting with HR staff and training personnel to show forms used for trainee records, progress record etc. as set in the training manual.

Analysing the Needs for Training (11:30am – 2:30pm) Holds meeting with maintenance team (60 mins) where NC in presence of project coordinator and training

personnel will provide details for: o Fabrication of dexterity pegboard to be delivered as per the deadline dates set for recruitment.o Preparation of sewing machine time set-ups as per skills requirements. The NC will provide a time

set-up example by referring to the training manual. The maintenance team must then identify all the activities carried out by a SMO against each allocated sewing machine and provide the time for each set-up activity.

o Preparation of poster illustrating the procedures for daily sewing machine clean-up routines following the example provided by NC.

o NC shows the maintenance team the visual procedures for Assignments no. 1 to 5 relevant to sewing machine set-ups and requests that the same be prepared wherever needed. It is preferable for the information to be visual rather than written.

Above initiatives must be delivered within five days from the start of the activity. Holds meeting with project coordinator and IE staff (60 mins) where NC provides the below outlined needs:

o 5S checklist for SMOs printed in small format not exceeding 4” x 3” so that it can be displayed on the surface of the sewing machine facing its head.

o NC requests project coordinator to provide or prepare a poster (if not already available) outlining safety guidelines as per factory procedures.

o NC demonstrates the significance of the elemental activity’s visuals requesting IE staff to prepare a large paper or poster illustrating the same including number of bursts allowed per seam length.

Above initiatives must be delivered within five days from the start of the activity.

Analysing Shapes Design (2:30pm – 3:30pm) Holds meeting with project coordinator, IE and training personnel in order to:

o Identify the type of exercise (from assignments no. 8 to 14) for each trainee according to the skill to be developed. The identification of the exercises must be completed during the meeting.

Preparing SOPs (3:30pm – 4:00pm) Holds meeting with project coordinator, IE and training personnel in order to:

o Demonstrate the SOP format and explain the benefits of the visual elemental activities, sketch of parts placement, materials requirements, instructions to trainees and trainers etc.

o Request the IE to prepare the same as per the skills requirements. In case it is difficult to prepare visually, a written list of instructions of the elemental activities can be considered. The IE staff must consult with the quality team to add quality specifications for each sewing operation to the SOPs. They must also consult with the maintenance team to ensure the equipment and tools required are adequate to the sewing operation and machine.

Above initiatives must be delivered within five days from start of activity. (SOPs are due 15 days after the start day of initiating the TNA).

Brief factory management on above initiatives (4:15pm – 5:00pm)

2.2.2.2 Steps for Day 2 Visit On day 2, the NFC will carry out the following initiatives:

Progress Follow-up on Day 1 initiatives with relevant people (9:30am – 10:00am) Review progress on initiatives assigned to maintenance team (sub-steps 1.4 and 2.1). Review progress on initiatives assigned to IE team (sub-step 2.2). Provide assistance to IE team if needed (sub-step 4.1). Review progress with HR staff for printing of trainee forms as requested in sub-step 1.3.

Raw Materials Requirements Planning (10:30am – 12:00pm)

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Hold meeting with training personnel to analyse raw materials requirements for each trainee and finalise quantity requirements.

Hold meeting with cutting manager and project coordinator and give requirements for cut parts for:o Assignments no. 6-7 to be delivered within five days from start of activityo Assignments no. 8-14 to be delivered within eight days from starts of activity o Assignments for Module 3 (specific operations training) to be delivered within 12 days from start of

activity

Updating list of Materials, Equipment, Tools (1:30pm – 3:00pm) Hold meeting with training personnel to:

o Provide the list of materials, equipment and tools as set in the training manual and request the training personnel to update the list and request all the tools and equipment needed for the training.

o All materials, equipment and tools must be delivered within six days from start of activity. o Design layout of the training facility and submit to the training personnel. o Request the training personnel to set up the training facility as per the layout and follow up on the

progress of the requirements for training, equipment and tools.

Updating Training Manual (3:30 pm – 5:00pm) Hold meeting with project coordinator and training personnel Review training manual system and structure List any section of the training manual which needs to be updated as the TNA initiatives are completed. Identify the personnel assigned to each category update. Meet with the relevant personnel and brief them on the update. The update should be completed on the following day of the deadline for each category.

2.2.2.3 Steps for Day 3 visit On day 3, the NFC will carry out the following initiatives:

Initiate the requirements for the supervisors’ program Review the cut parts preparation Follow up on all initiatives and provide any assistance is needed

2.2.2.4 Steps for day 4 visit On day 4, the NFC will carry out the following initiatives:

Follow up on the requirements for the supervisors’ program Check on the set-up of the training facility and make any adjustment is needed Check on preparation for assignments, their instructions and accuracy of all data Check on preparation of equipment and tools Check on the updating of the training manual

2.2.3 Summary of TNA and Preparation for Operators The table below shows the needs of each module/topic and the preparation required:

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2.2.4 In-house TNA Initiatives Calendar for Operators Program Throughout the TNA, the project coordinator supported by the NFC should register the agreed date and the task leader name using the below calendar. Project coordinator will maintain and update the calendar.

In-house TNA Initiatives CalendarFactory Start

Project Coordinator End

Initiatives Task Leader Task Leader Name

DatesStart End

1 Skills Identifications Factory Management

2 Fabricate pegboard Maintenance

3 Set in place colour blindness and vision tests Medical centre

4Implement the formats used for initial assessment for trainee and trainee progress record

HR.

5 Selecting and recruiting trainees HR/Trainers

6 Prepare a poster illustrating safety guidelines HR

7Select the appropriate design for the assignments in module 2 and analyse requirements

8 Prepare machine time setup chart

9 Prepare poster for machine clean – up routine

10 Collecting the information required for machineries Maintenance

11 Prepare 5S checklist for trainee and for training facility IE

12 Prepare posters or large printout the elemental activities IE staffs

13 Prepare video clip to demonstrate wastes IE staffs

14Update and share the list of materials, equipment and tools with factory manager

Project Coordinator and consultant

15 Prepare the SOP against skills requirement IE staffs

16 Updated Information Sheets relevant to sewing machines Maintenance

17 Update Assignments and Assessment forms

Trainers / Assessors

18 Plan and collect the requirement for the cut parts or knitted panels Trainers

19Monitor the progress of delivering the materials, equipment and tools.

Project Coordinator

20Set up and adjust the training facility (tools and equipment) as per the designed layout

Trainers / Assessors

2.2.5

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2.2.6 In-house TNA Initiatives Calendar for Supervisor Program To facilitate the training and avoid disruptions, a list of requirements listed below that the factory should have in place prior to rollout of the training programme.

Requirements Details Task Leader Date Training Materials

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Supervisor’ tasks Assignments and Assessments Simulated Exercises Assessment summary 8-steps techniques to Work Methods Basics Elemental activities Classifications of Movement Role of support team Wastes versus value added Overview of Disruptions in sewing line Visuals defects-causes-solutions Operations breakdown of selected product

Illustrations or PowerPoint

Video Clips

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SMV composition viewing elemental activities Disorganized operations and workstation Wasteful motions 2 work methods for same operation Several operations for time study

Video clips of factory practices

Pilot Area

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Selection of a basic style for the training Modified operations sequences Visuals SOPs as per selected style Modified sewing line layout less not

exceeding 24 sewing operators 5S checklist at each workstation Non-congested pilot area (Excessive WIP is

removed)

Selected sewing line

Managerial Needs

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Communicate openly with the workers of selected line about the involvement of the participants with the selected sewing line.

Supervisor Survey Ensure the engagement of line management

throughout the training programme. Nominate the appropriate trainer and

assessor Schedule and monitor training progress.

Further to supervisor survey, identification of temporarily alternative solutions must be defined and implemented to enable the trainee supervisor to engage freely.

2.2.7

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2.3 Data Required for ROI The ISC shares with the project coordinator the data required for the analysis of the ROI. The format below is provided and explained to the project coordinator. The project coordinator must send the data to the SC in 6 days from the day initiated the request. The ISC finalizes the ROI analysis and share with senior management on the next ISC visit to secure their approval prior to submission to Sudokkho.

Review the Excel sheets provided for the ROI analysis of both Operators and Supervisors

2.3.1

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2.4 Phase 3: Training of Trainers and Assessors The training of the trainers and assessors is split into three sessions. Each session covers one module during which the trainers conduct the training with the trainees under the coaching of the NFC. The training of the assessors is conducted directly on the factory floor whenever a need for assessment arises. In addition to the training on the use of the assignments and assessment, the assessors should cover the same training as the trainers.

For the work plan, the NFC will follow the activities outlined in the Time Activities Calendar.

2.4.1 Training Tips for NFCs Arrive at training facility at least 30 minutes before start of class. Start each class by asking trainers and assessors to introduce themselves - their names, the process area

that they are coming from and duration of their employment with the factory. Provide a copy of the training manual and briefly explain to the trainers and assessors about the programme

structure, modules, topics, use of facilitator’s guide and training methodology. Keep presentations short to maximum 30 minutes. Then ask the trainers and assessors to explain back the

same content or ask questions. This will help to maintain focus amongst the trainers and assessors. Explain the training curriculum (specific outcomes of each topic, instructions, preparation etc.) as written on

the first page of each topic. Explain how important it is for trainers and assessors to be fully knowledgeable about topic instructions as

well as the content of the facilitator’s guide prior to the start of the training sessions. Explain to the trainers and assessors that their follow-up of the trainees during practices must focus on the

specific learning outcomes that the programme is designed to achieve. The performance criteria set in the assignments are based on the same specific learning objectives.

Watch your time and adhere closely to lesson plans provided by the facilitator’s guide. To ensure optimal learning levels, all activities, discussions and presentations should always end with the

trainers and assessors summarising the key learning points covered. This should be done at the end of each topic. In the event that participants perform this exercise poorly, retraining should be considered.

2.4.2 Feedback from the trainers and Assessors 1. Upon completion the ToT and ToA, the NFCs provide the “Session Feedback Form” to the trainers and

assessors in order to report their comments about the training. The forms are collected and send to the ISC to compile the results and summarized the comments.

2. Also, the NFCs provides the “Training Acknowledgment Form” for the trainers and assessors to sign off after completing the training.

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2.4.3

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2.4.4 Training Acknowledgement Form Upon completion of the ToT and ToA, the NC provides the testimony below to the training personnel for signature.

Training of Trainers and Assessors

I confirm that I attended the 3-day training class of trainers and assessors for the SMOs programme. I listened, read, and understood the training, and I understand that as a trainer or as an assessor, it is my responsibility to abide by training system and procedures, in accordance with the training materials.

If I have questions about the training, materials and assignments presented and procedures, I understand it is my responsibility to seek clarification from the consultant. Also, I confirm that I the trainer have the abilities to deliver the same to the trainees or for the assessor; I have the abilities to assess progress and guide the trainee throughout their assignments. Therefore, I am signing below

Trainers’ names Signature:

Signature:

Signature:

Signature:

Assessors’ names

Signature:

Signature:

Signature:

Date: NC Signature

2.4.5 Coaching and Evaluation of the Trainers The NFC is responsible to ensure the trainers are preforming their tasks satisfactorily and also are fully engaged with the trainees.

Some of the important coaching points articulates around the following areas:

1. Ensure the trainers is following the instructions according to the facilitator’s guide otherwise a correction must be made immediately, and further follow-ups are critical.

2. Ensure a time activities calendar is prepared by the trainers illustrating daily activities and exercises and this calendar is display on notice board.

3. Ensure the trainers maintains discipline in the training facility 4. Ensure the trainers is delivering the same knowledge as outlined in the trainers’ guide

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5. Ensure all records and files related to trainees and exercises results are maintained correctly and instantly. 6. Ensure the duration of the training is respected as scheduled 7. Ensure the trainers is maintaining practices according to the classifications of movements without any

deviations in work methods. This is critical point where aims to assist the trainees to achieve the expected level of performance

8. Ensure the trainers possesses strong interpersonal skill, helping trainees whenever is needed immediately9. Ensure 5 minutes daily for management of cut parts requirements and planning by the trainers10. Ensure the trainers is delivering the training smoothly without creating any delays for the trainees 11. Ensure the trainers is keeping the assessors up to date with the scheduling dates for assessing the

trainees.

2.4.5.1 Abilities Evaluation of the Trainers Abilities Evaluation Chart

Abilities Nil(0 point)

Poor(1 point)

Average (2 points)

Good(3 points)

1 Demonstrated ability to follow trainer’s instructions

2 Demonstrated ability to schedule daily training activities

3 Demonstrated ability to plan cut panels requirements

4 Demonstrated ability to measure pace of trainees

5 Demonstrated ability to maintain economical motions

6 Demonstrated ability to maintain discipline in training facility

7 Demonstrated ability to engage trainees in daily safety and workplace organization activities

8 Demonstrated ability to deliver the training as per the instructions provided in the trainer’s guide

9 Demonstrated strong interpersonal skill10 Demonstrated ability to maintain files adequately

2.4.6 Coaching and Evaluation of the Assessors The NFC is responsible to ensure the assessors are preforming their tasks satisfactorily.

Some of the important coaching points articulates around the following areas:

1. Ensure a communication between trainers and assessors is daily to inform the assessors of the dates of assessment

2. Ensure the assessors is following the instructions according to the Assessor guidelines otherwise a correction must be made immediately, and further follow-ups are critical.

3. Ensure the time activities calendar provided by the trainer for the scheduled assessment dates is respected by the assessors.

4. Ensure the assessors have the ability to explain to the trainee the methodology of assessment and coverage

5. Ensure all records and files related to trainee’ assessment results are reported to the trainee file instantly. 6. Ensure the duration of the assessment is respected. 7. Ensure the assessor is engaged with the trainee to ensure workstation is set as per the assignment sketch

and all materials and safety equipment along with quality instructions are in the possessing of the trainee. 8. Ensure the assessor has the ability to assist the trainee in adjusting in order to achieve final success. This is

critical point where aims to assist the trainees to achieve the expected level of performance. In case of failure, the results are brought back to the trainer where further action must be taking by the trainers to overcome any skill failure.

9. Ensure the assessor possesses strong interpersonal skill, helping trainees whenever is needed immediately10. Ensure the assessor is on time to assess the trainee abilities as scheduled by the trainers.

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2.4.6.1 Abilities Evaluation of the Assessors Abilities Evaluation Chart

Abilities Nil(0 point)

Poor(1 point)

Average (2 points)

Good(3 points)

1 Demonstrated ability to follow assessor’s guidelines

2 Demonstrated ability to maintain assessment schedule

3 Demonstrated ability to provide guidance to trainees prior to assessment

4 Demonstrated ability to evaluate performance criteria

5 Demonstrated ability to assist trainees to overcome failure

6Demonstrated ability to ensure requirements and workplace arrangement are on hands prior to assessment

7 Demonstrated strong interpersonal skill8 Demonstrated ability to maintain results adequately

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2.5 Phase 4: Backstopping Activities

2.5.1 Communication The DCG national field consultant should inform the factory of their forthcoming visit one week in advance. Necessary information for the visit should be sent by email copying the key programme people and stakeholders (DCG senior consultant and relevant Sudokkho relevant staff members). The email should state that the five activities mentioned below will be addressed and who needs to be present during the backstopping visit:

Coaching and monitoring of all progress Providing additional training if required Review progress and achievements of trained SMOs Review KPI data collection and simulation Sharing experiences and benefits achieved with factory management team

2.5.2 Assessment and Observations All feedback from factories to be included in assessments must be supported with documentation or other form of proof. Those proof must be summarized and report to DCG at end of each visit.

2.5.3 Abnormalities Throughout the backstopping stage, in the event of failure of any of the backstopping activities mentioned in the checklist, the NFC should provide the assistance to the factory and report details under the column marked “Consultant Response and Action”.

2.5.4 Reporting at Backstopping Stage NFC is responsible for reporting the results at the end of each visit day throughout the website of DCG and

submit all required support documents. The checklist is used to report on backstopping activities at each visit. The report should be sent to the ISC for verification and approval who will in turn forward the report to the

international principal expert.

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2.5.5 Backstopping Checklist - NFC

Factory Name:Visit Date: Visit #:Consultant name “NFC”:

Assessment and Observations Consultant Response and Action1 Coaching and monitoring to ensure that the designed training system is implemented in all its aspects.

Include the names and titles of the personnel engaged with the NFC.

Participants: trainers and assessors 1.1 Is the IBT system being implemented as initiated

originally in terms of steps, duration and approach?1.2 Has the number of trainers and assessors been

increased? If yes,Have the trainers and assessors been evaluated against the qualifications criteria?Have the trainers passed the written test?

1.3 How many fresh new trainees in this batch? 1.4 Have the cut parts planning requirements been

analysed and accurately reported?1.5 Have the trainee records been filed properly? 1.6 Have the fresh new trainees passed the dexterity,

vision and blindness tests? 1.7 Have there been any modifications to the IBT

system? If yes, explain.1.8 Are the fresh new trainees practicing 5S and Safety

continuously? 1.9 Are the trainee progress forms properly maintained

and filed in a timely manner?2 Provide training to newly appointed trainers and assessors if necessary.

Participants: new trainers and assessors 2.1 Have you provided any training for new trainers and

assessors to ensure they understand what they are expected to do? If yes, what areas were covered in the training?

3. Performance and progress of trained SMOs

Participants: designated supervisor, trainers, assessors and trained SMOs3.1 Review progress of trained SMOs with their

supervisors. In case of low performance, study the approach applied by the designated supervisor and trainer to improve performance. Review evidence of performance improvement.

4. KPI measurement system

Participants: designated KPI person and factory manager 4.1 Is data capture as set by DCG maintained daily in an

accurate manner?4.2 Is the person who was assigned originally still in

charge of data collection? If not, has the factory adequately trained a newly appointed person on how to collect and handle the data?

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4.3 Is the KPI chart required by Sudokkho accurately maintained with results separated by gender?

5 Sharing Results and Benefits Workshops

Participants: factory and production mgrs., trainers, assessors, selected supervisors and line staff 5.1 Has the NFC conducted an experience-sharing

workshop with the factory and production managers, trainers, assessors, supervisors and other relevant personnel from the factories? What areas were covered during the workshop?What was the feedback from the workshop?

5.2 Has the factory senior management been briefed on the results of the backstopping visit?

Backstopping is provided for supervisor program at each visit and covers the following areas: Ensure the training programme is integrated into the management system that specify roles and

responsibilities and indicate accountability for carrying out and supervising the programme by HR. staffs as proposed in the training system.

Provide any assistance to HR. staffs with regard to the evaluation of the overall training programme. Assess and review Training Needs are in line with the consultants’ recommendations during the pilot stage. Assess the quality of the training conducted by engineering and quality staffs. Review the assessment forms

of the trained supervisors and ensure accuracy in the scoring system. Review the transformation calendar and schedules are maintained accurately. Observe the engagement of the workplace assessor and evaluate the kind of support provided to trained

supervisor. Observe the application of supervisors’ role upon completion the training and report any concerns and / or

recommendations to their superiors

Notes Updated list of new trainees by batch and dates must be collected and reported to DCG Issues and concerns with the training must be reported and send to DCG KPIs summary of Sudokkho must be collected up to the date of the visit and send to DCG The consultant must collect the average performance achievements of each batch of trainees and

reported to DCG

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