Training and Development of Smart Shirt (Lanka) Ltd

A project report
Prepared by
I. A.Gayani Dulmala Imbulana
CCHRM/14/NG/03/02

Course: Certificate Course in Human Resource Management

June 2014

INSTITUTE OF PERSONNEL MANAGEMENT SRI LANKA (INC.)

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AN INTRODUCTION TO THE ORGANIZATION.

Smart Shirts (Lanka) Limited is a leading apparel manufacturing organization in

Industrial Promotion Zone at Katunayake as well as outside of the Industrial Promotion
Zone and is recognized as one of the finest shirts makers in the world. Smart Shirts Lanka
limited provide variety range of quality garments to the worldwide customers through
their wide production network and as a result of that it was able to be the second highest
income generator from garment exports in Sri Lanka. Smart Shirts started in 1956 as a
small manufacturer of woven mens shirts and ladies blouses with less than 50 employees
and expanded into one of the largest factories in Hong Kong. At present it has widened
their production capacity by establishing branches in Hong Kong, China, Philippines
including Sri Lanka.
Smart Shirts offers a portfolio of luxury and popular brands along with over 50 years of
private label experience and its reputation is that of a quality manufacturer with excellent
design, merchandising and product development and distribution capabilities. Smart
Shirts (Lanka) headquartered in Hong Kong and is a joint venture of Youngor Group
Company Limited. Now the combined organizations will have over 61000 employees and
will be one of the largest apparel manufactures in the world. It has a global network of
customers and distribution centers and over 2000 retail points of sale in Asia.

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Younger Group Company Limited

Younger was founded in 1979, and now a leading garment producer in China. It has
nearly 40 subsidiaries headed by its publicly traded Younger Group Company Limited.
Over the past two decades Younger gradually became a giant corporation with garment
manufacturing and retail marketing becoming its primary focus and other business
operations in international trade and real estate developments. It is recently ranked 49th
among the top 500 enterprises in China. Younger created a vertical integrated enterprise
that includes textile material production, garment manufacturing and retail marketing. It
has supported its garment manufacturing base with investment in high tech machinery
and a textile and accessories complex. This includes its own research and development
facilities and a powerful sales network of retail stores.

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The history of Smart Shirts Lanka Ltd in brief

Smart Shirts Lanka Ltd firstly established in 1978 as LMK Browns Limited and
in 1984 Smart Shirts Hong Kong purchased LMK Browns Limited inclusive 1200
employees.
1In 1984 Smart Shirts Hong Kong was acquired by Kellwood Company USA
and then it became a direct subsidiary of Kellwood.
In 1998 the organization was certified as ISO Certified company
In 1992 Haragama plant was built and the main manufacturing products are mens
shirts, ladies blouses.
Hunnasgiriya plant was built in 1991; main manufacturing products are mens
shirts, ladies blouses.
In 1998 Smart Shirts Lanka Ltd acquired Westar at Kotadeniyawa and entered the
knit shirt business.
In the year 2000 Smart Shirts Lanka Ltd acquired Tricovil (Pvt) limited at
Industrial Promotion Zone Katunayake and extended the knit business which is named as
Factory 02.
In the year 2000 it acquired Vilanka (Pvt) limited at Industrial Promotion Zone
Katunayake and extended the pants manufacturing and in 2004 purchased the Univouge
(Pvt) limited and expanded the pants factory.
In 2000 factories warehouse was purchased at Industrial Promotion Zone
Katunayake and set up centralized warehouse for woven and pants operation.
In 2006 Smart Shirts Lanka Ltd purchased Yes Lanka (Pvt) limited at Katana and
expanded the Knit and Pants Cutting with knit production flow.
Smart Shirts Lanka Ltd set up centralize warehouse for knit operations in 2007
Factory 1 has the centralized cutting section for all woven manufacturing plants
and centralized washing plant for all plant.

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About Smart Shirt Lanka Ltd

1) Vision of the Company

Is to outperform the leader of the global apparel industry, by ensuring superior quality in
All what we do

02) Mission

To build
Our corporate image by adhering to socially responsible practices.
To exceed
Customer expectations adopting superior technology to improve product quality
and efficiency at the lowest.

To encourage
Commitment and excellence of our employees to promote teamwork within the
organization

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03) Goals of the company

To perform below the budgeted CPM (US$ 0.6)

To achieve the above performance measures within the budgeted working hours.

To look for improvement method in finishing department; to increase the

efficiency up to the 70%

To improve the skill of operators at all levels; increase the overall factory
efficiency up to 75%

Introduction of RFID to make WIP and information more transparent.

To restructure the cutting department

To make the Laundry function as a Profit Centre, not a service department.

04) Objectives

To attain the performance target of 2,100 dozens/day

To attain the efficiency level of 70%

To maintain the cut to ship performance at 99%

To maintain the quality level in line below 8%

To maintain the quality level end line below 5%

Introduce the new cutting plan and achieve the efficiency of 70%

Introduce the Material Management Department to reduce the material and trim
usage by 10%

To reduce the number of lost garment to 0(zero)

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Organizational Chart

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Product of Smart shirt (Lanka) Ltd

Aigle (For Dillards)

Austin Reed (For Dillards)

American Living (For JC Penney by Polo)

Axcess (For Kohls)

Club Monaco

Concepts (For JC Penney)

Daniel Cremieux (For Dillards)

John Varvatos

Joseph Abboud

Material London (For Macys)

Nautica (Sport Shirts)

Polo Ralph Lauren

Sean John

Timberland

Calvin Klein

Club Monaco

Cortefiel

Daniel Cremieux

Lands End

L.L. Bean
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Boden

Charles Tyrwhitt

Cortefiel/Springfield

Daniel Cremieux

Pierre Cardin

Polo (Europe)

Timberland

Thomas Pink

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Training and Development

Training is defined by Wayne Cascio as training consists of planed programs undertaken

to improve employee knowledge, skills, attitude, and social behavior so that the
performance of the organization improves considerably.
Training is normally viewed as a short process. It is applied to technical staff, lower,
middle, senior level management. When applied to lower and middle management staff it
is called as training and for senior level it is called managerial development
program/executive development program/development program.
Objectives/purpose/goals of training and development
Training is defined by Wayne Cascio as training consists of planed programs undertaken
to improve employee knowledge, skills, attitude, and social behavior so that the
performance of the organization improves considerably.
The purpose of training and development can be explained as follows.
1. Improving quality of work force:Training and development help companies to improve the quality of work done by their
employees. Training programs concentrate on specific areas. There by improving the
quality of work in that area.
2. Enhance employee growth:Every employee who takes development program becomes better at his job. Training
provides perfection and required practice, therefore employees area able to develop them
professionally.
3. Prevents obsolescence:10 | P a g e

Through training and development the employee is up to date with new technology and
the fear of being thrown out of the job is reduced.
4. Assisting new comer:Training and development programs greatly help new employees to get accustomed to
new methods of working, new technology, the work culture of the company etc.
5. Bridging the gap between planning and implementation:Plans made by companies expect people to achieve certain targets within certain time
limit with certain quality for this employee performance has to be accurate and perfect.
Training helps in achieving accuracy and perfection.
6. Health and safety measures:Training and development program clearly identifies and teaches employees about the
different risk involved in their job, the different problems that can arise and how to
prevent such problems. This helps to improve the health and safety measures in the
company.

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Process/procedure of training

Determining training need of employee

Select a target group for training
Preparing trainers
Developing training packages
Presentation
Performance
Follow up

1. Determining training needs of employee:In the very 1st step of training procedure, the HR department, identifies the number of
people required training, specific area in which they need training, the age group of
employee, the level in organization etc. in some cases the employee may be totally new to
the organization. Here the general introduction training is required. Some employees may
have problems in specific areas; here the training must be specific. This entire
information is collected by HR department.

2. Selecting target group:Based on information collected in step 1 the HR department divides employee into
groups based on the following.
Age group
i. The area of training
ii. Level in the organization
iii. The intensity of training etc.

3. Preparing trainers:Once the employees have been divided into groups, the HR department arranges for
trainers. Trainers can be in house trainers or specialized trainers from outside. The
trainers are given details by HR department, like number of people in group, their age,

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their level in organization, the result desired at the end of training, the area of training, the
number of days of training, the training budget, facilities available etc.

4. Preparing training packages:Based on the information provided by trainers, he prepares entire training schedule i.e.
number of days, number of sessions each day, topics to be handled each day, depth of
which the subject should be covered, the methodology for each session, the test to be
given foe each session, handout/printed material to be given in each session.

5. Presentation:On the first day of training program the trainer introduces himself and specifies the need
and objective of the program and then actually stars the program. The performance of
each employee is tracked by the trained and necessary feedback is provided.

6. Performance:At the end of training program the participants reports back to their office or branches.
They prepare report on the entire training program and what they have learned. They start
using whatever they have learned during their training. Their progress and performance is
constantly tracked and suitable incentives are given if the participant is able to use
whatever he has learned in training.

7. Follow up:Based on the em0ployee performance, after training, the HR department is able to
identify what is exactly wrong with training program and suitable correction is made.

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Training and development process in Smart Shirt (Lanka) Ltd

Training and Retention

This process is to ensure that employees are able to perform effectively in their present
position to develop required skills to take up higher position to guarantee that the
company will have the return on investment of the training by motivating employees to
grow up with the organization

Policy of Training and retention-

Company provides training to employees in order to get better performance and ensure
their retention in the employment.

HR- Training and Retention

1.

Identification of training needs.

2.

Preparation of the training calendar based on the training need analysis.

3.

Implementing required training

4.

Evaluating training programs to ascertain whether the offered programs are

useful.

5.

Maintaining training records.

6.

Continuous follows up.

7.

Retraining when necessary.

8.

Retention program.

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Manual Operatives-In house (Production Operators)

1.
Human Resource Department process the recruitment of operatives after paying
attention to the qualification and skills of the applicant.
2.
After assuring the basic academic and regulatory requirements the selected
candidates will be recruited as the capacity of trainees.
3.
Non Sewing Operators who have been sent to the Training Center are transferred
to the sections and they are given on the job training in the particular sections under the
supervision of trainers for a period of 8 weeks.
4.
Trainees of Sewing Machine Operators will remain in the Training Center for a
period of 2 weeks to train machine instruction and machine control.
5.
Trainers provide adequate training to the trainees and record the training details in
Daily Training Progress Record and the senior trainee instructor reviewing this on weekly
basis.
6.
After completion of the training period the trainees are transferred to the sewing
lines for on the job training. A trainer is supervising the trainee for a 6 weeks period.
7.

Trainees are introduced to the senior employees in the respective sections.

8.
The instructors are recording the performance of each trainee on the Training
Center Daily Efficiency and Quality Report.
9.
This process will end by evaluating the trainees' on the job training performance.
The trainees are redesigned when he/she achieves the 50% level of efficiency or the
quality reject level lies below the 5%. Any operator who finds incompetent in performing
his /her special operation in result is transferred to the Training Center for retraining.

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Recommendation of training in the performance appraisal (Staff, Junior

Executive, Senior Executive)

1.
This process begins with identification of training needs of Staff, JE, and SE by
respective department managers at the performance appraisal. At the time of appraisal the
department managers will discuss with their subordinates the type of the training to
enhance development and indicate such training needs in the performance appraisal.
Performance appraisal is conducted in two instances as follows.
Performance is evaluated before confirmation in employment and thereby training
needs are identified. If the employee is unable to perform the duties assigned.
when conducting annual appraisals, training needs are identified.

2.
Upon the receipt of all Appraisal Forms the training manager will develop the
training calendar based on the training need analysis and submit it to the HR Manager for
approval.

3.
Upon obtaining the approval the Training Manager will organize training
program.

4.
Each participant is given the Training Evaluation Form and thereby the Training
Manager will evaluate the training programs conducted to ascertain the usefulness each
of training.

5.
This process ends by the Training Manger continuously follow up to evaluate the
application of new knowledge gained and conduct retraining when necessary.

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Staff, JE, and SE training on personal interests.

1.
This process begins when an employee makes an application to obtain training on
his/her own accord. All training requests are made through department manager to the
training manager at least one week before commencement of training. Considering the
actual need and necessity makes the decision to approve.
2.

Full reimbursement is done after successful completion of the programme.

3.
After successful training the training manager will update the training records in
Human Resource Management System.
4.
This process ends the training manager follow up to evaluate the application of
new knowledge gained and to ensure the Return On Investment.

1.

Special In-house Training

This process begins when a training need is identified for a group of employees.

2.
The training manager will decide the resource person according to the training
need.
3.
The participants mark their attendance in the "Training Attendance Record" when
commencing the program.
4.
On completion of a session, the Training Manager uses the Training Evaluation
Form" to get immediate feedback of training session.
5.
The training manager will prepare summary of training evaluation in order to
evaluate the success of the session and conduct training evaluation to get feedback.
6.

Training Manager will record the training detail in HRMS.

7.
The process ends when the Training Manager follows up to evaluate the
applications of new knowledge gained and to ensure the Return on Investment.

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Orientation Program

1.
This process begins when the training manager developing and updating the one
hour orientation presentation of Microsoft Power Point.
2.
The orientation presentation will contain the introduction to the company history,
business of the company, organization structure, company policies and procedures and
benefits.
3.
The HR officer or training manager will conduct the orientation program for
newly recruited employees.
4.
This process ends by getting the feedback from new recruits at the end of the
presentation.
Retention Program
Apart from the training and development programs, the retention program is also launch
to retain the employees and enabling them to grow.

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Websites
http://en.wikipedia.org/wiki/Training_and_development
http://en.wikipedia.org/wiki/Human_resource_management

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