How Can We Effectively Reduce Worker Memos in the Textile Industry? Seeking Advice!

Seeking Solutions for Worker Memos in the Textile Industry

I am working in the textile industry, and I need a solution for operators' and workers' memos. Basically, in a factory, if any operator or worker makes a mistake, a memo is issued for that error, and deductions are made for 3 hours or 4 hours, as per the rules. However, we are not seeing any improvement from these memos, and the number of memos is continuously increasing. Essentially, the workers and operators have become accustomed to these deductions. I am seeking the best solution to reduce the number of memos. Please suggest what I should do for that.

Regards,
Richa

Negative discipline does not work beyond a point. It has to be supplemented with positive discipline too. In your case, the workers have reconciled to the fact that the receipt of a few memos is inevitable. For them, the deduction of 'x' amount from the salary is a foregone conclusion.

Additional Information Needed

You could have given additional information like what your finished product is, how many workers are there, and what kind of work they do. Why do quality issues arise? Is it because of gaps in their skills or inadequate resources like tools, etc.? Are the machines maintained properly? Are they calibrated well?

Quality of Manpower

What about the quality of the manpower? Is your payment so low that your company can only attract people of low IQ? Do they have any desire to grow? Yes, I have used the word 'desire' and not 'ambition', please note.

Geographical Location

What is the geographical location of your company? Is it the case that all good people move to urban areas in search of better remuneration, and you end up getting leftover individuals?

Recruitment Standards

What about your recruitment? What kind of tests do you conduct before employing them? Have you defined the recruitment standards?

Memo Analysis

At this stage, I can only say that you need to do memo analysis. How many memos were issued? Why were they issued? Do people receive memos at the beginning of the month or end of the month, etc.? Do certain people only get memos, and in general, other people do not get memos? Your study will reveal some patterns.

The second initiative is to give some bonus payment for their quality work. This could be their quality allowance.

Ok...

Regards,
Dinesh V Divekar

Mr. Dinesh has raised all relevant queries for you to pause and reflect upon the problem from a systemic, organizational, and attitudinal perspective. It is well-established now that the disciplinary perspective did not yield any desired results. Your replies can shed some light on the causes of the repeated mistakes committed by the employees and consequently lead to a solution.

Regards,
B. Saikumar
HR & Labour Law Advisor

When you have found that memos and deductions are not making any impact on the behavior of workers, the system of memos has become obsolete. Hence, some new concepts, methods, and strategies are required to be drafted to improve the working and discipline. There are many methods to handle such problems.

Identify the Causes of Mistakes

First, you must ascertain why mistakes in work are occurring. Consider the frequency of occurrence of mistakes and whether the same set of workers is committing them. This can be found out by talking to shop floor officers and even to the workers. A worker who has not committed any mistakes or has very few mistakes is very useful in sorting out the problems.

Evaluate Training Programs

Secondly, please find out whether any training is provided or not and if the mistakes are due to inadequate training. In textiles, nowadays a lot of modernization has taken place, and as such, workers are unable to cope with the new machinery and technology.

Investigate Willful Negligence

Thirdly, the reason for mistakes may be willful negligence of workers. Then, obviously, one has to find out why there are deliberate attempts by workers.

Assess Working Conditions

Fourthly, consider whether the mistakes are due to poor working conditions, such as light, ventilation, temperature, noise, vibration, etc.

Review Management Practices

Fifthly, determine whether it is due to poor management and whether workers are not afraid of any punishment.

The points may be innumerable; I have just stated the above points by way of illustration. Upon a correct analysis of the problem, one can certainly find the proper solution to it.

You have already received good inputs. I would like to add that you should also consider coaching and mentoring for those workers. If the problem lies with specific behaviors on the job, the same can be corrected through coaching, mentoring, and counseling (as already suggested).

Thank you.

I am very thankful to Mr. Dinesh, B. Saikumar, and Mr. K. H. Kulkarni for giving me valuable suggestions. I wanted to mention that my company has a total of 9 units, and I am taking care of the Embroidery, Knitting, and Garmenting industry. Both shifts are operational. After conducting an analysis, I found that most memos are issued during the night shift. Despite workers receiving all basic facilities, such as good working conditions, the latest technology, training, bonuses, advances, and loan facilities, as well as being motivated, there is still no improvement. I am considering an alternate solution involving deductions so that workers have a fear of making mistakes.

Regards,
Richa

I recommend breaking up the memos for various sections, such as Embroidery, Knitting, etc., and determining in which section the maximum number of memos are issued. Furthermore, are there a particularly few number of workers who keep receiving the memos repeatedly?

You mentioned that workers in the second shift receive the most memos. However, sleep deprivation should not be a serious issue. What are the start and end times of your shifts? Is it possible to adjust the shift timings so that second shift workers can go home a little earlier?

One solution to address this issue is to hold a meeting with the workers and ask for their input on how to reduce the number of memos.

The excessive issuance of memos has set a negative precedent. Punishment is often viewed as "tit for tat," but in return, workers have begun to shirk their accountability. The workers' responsibility lies in delivering quality output. Punishments have shifted this responsibility to the "management."

To some extent, this problem is also exacerbated by a lack of focus on quality. Is your company ISO 9000 certified? If so, are the ISO concepts being fully implemented, or is it just a facade? It is crucial to foster a culture of quality. To achieve this, workers should be briefed weekly on quality practices in other departments. While machines may pause for half an hour, shaping their mindset is essential. It seems that while workers are stitching garments, your management has not ingrained them with the company's quality philosophy. This may be the root of your problem.

Thanks,

Dinesh V Divekar

Identifying the Problem in the Night Shift

Now it is clear that the problem is confined to the night shift only. It means there is nothing wrong with machines or maintenance, and the problem is man-related. If it is an attitudinal problem, no amount of technological or quality interventions will mend the situation. Some simple methods of solutions, according to me, are:

1. I particularly refer to Mr. Kishore Kulkarni's suggestion to find out the employee who has not received any memos or received far fewer memos. Find such an employee in the night shift only and talk to him about how and why he is able to maintain quality standards. Then, talk to the erring employees to find out what is lacking in their case, whether it is attitude, lack of required skill, sheer negligence, or some other factor.

2. You can try shifting some erring employees to the day shift and see whether there is any change in the quality of their work. If they show improvement, then it can be gathered that working during the night may be an issue.

3. If they still persist in committing the same mistakes and others in the same shift have no issues, then the reasons may be either attitude or lack of training.

4. Depending on your findings, you need to choose the line of action.

Thanks to all members who have given me valuable suggestions. I have concluded a few points from your views and started the process to find out the reason. The study is in progress, so I will soon update you all on this matter.

Thanks again to all.

Regards,
Richa