Added 114 days ago

Washing Manager


Job typePermanent


CategoryTechnical / Manufacturing

Experience5 Years

IndustryTextiles / Garment

Job summary

Within the context of the Wet Processing Operating Plan, to provide managerial leadership to the washing (dipping and washing) team to create a conducive working environment and make optimum use of resources to produce dipped and washed garments that meet the customers’ quality, timeliness and quantity specifications, within the Plant’s cost and performance expectations, and within all applicable country, customer and Plant policies and codes of conduct.


Job Responsibilities

1. Washing Capability

  • Washing Development Process Standard Operating Procedures (SOP):
    • communicate the washing development process SOP (from effect development to effect evaluation to communication between Sewing / Washing / Pressing teams) to relevant Immediate Employees (IEs).
    • continuously refine the SOP under the guidance of the Group Wet Processing and R&D teams to achieve better performance and production efficiency.
    • monitor the compliance to the SOP and take appropriate actions to address cases of non-compliance.
  • Washing Capability of the Plant: assess the washing capability (in terms of skills, knowledge, process and machines) of the Plant that hinders the performance and take appropriate actions (e.g. training, modification / introduction of new machines, layouts and processes, etc.) to improve the washing capability.

2. Garment Washing Technical Support

  • Performance Standards: establish garment washing performance standards based on the skills, knowledge machines and processes available in the market.
  • First Batch Review: review the quality of the first batch from bulk production to monitor the quality and effects of the bulk production.
  • Garment Washing Technical Support: provide technical advice to sample room, sewing and wet processing teams to resolve problems, improve production performance and enhance quality.

3. Garment Dye Pre-Production

  • Samples:
    • hold Immediate Employees (IEs) accountable for preparing samples in-line with internal / external requirements.
    • approve samples (from a wash color and handfeel perspective) for submission to customer for approval and determine the wet processing standard to follow based on sample approval and production capability.
  • Pre-Production Preparation: monitor pre-production preparation progress. Be personally involved as needed, especially for new / complicated styles, in coordinating with related functions to ensure the required skilled labor and machine resources are in place for achieving the production plan from CSP.
  • Setting Wet Processing Targets: based on the production plan, annual Wet Processing performance targets and input from the Wet Processing Planner, set monthly garment dye performance targets and monitor performance against targets.
  • Order Loading: assist the Wet Processing Planner to group orders dipping / washing batches to optimize individual dipping / washing and total Wet Processing output where necessary.
  • Production Inputs: establish processes with upstream departments for ensuring required quality materials and information is available to start dipping / washing as planned. 

4. Dipping and Washing Production

  • Wet Processing Monitoring: review daily reports on dipping and washing progress, and establish process for regularly communicating progress to related departments as needed. Identify potential problems, lead the Wet
  • Processing team to take preventative action, and seek assistance from other functions as needed.
  • Resource Balancing: re-allocate workers and in-line technical support team across the dipping and washing groups as needed to ensure production plan targets can be achieved.
  • Cross-functional Problem Solving: investigate to identify root causes of production problems and lead cross-functional teams to resolve production problems as appropriate.
  • Continuous Improvement: lead wash team and seek support from other Wet Processing and Pressing Managers and Industrial Engineering Manager to identify opportunities for performance improvement.

5. Dipping and Washing Quality

  • Quality Mindset: plan programs to heighten washing members' quality mindset with support from the QA Manager.
  • Quality Monitoring: review regular analysis reports from QC to identify trends and major quality issues and lead washing team to identify root causes of quality issues and put together a corrective action plan.
  • Quality Inspection: conduct spot checks on quality and organize direct reports to implement corrective measures.

6. Cost Savings

Contribute to the relevant Group environmental and cost targets:

  • Energy: identify and implement actions for reducing energy consumption, with support from Facilities team.
  • Water Consumption: identify opportunities to reduce the water consumption in the wet processing area.
  • Excess Cost: identify opportunities to minimize excess cost by production process improvement.
  • Consumables: identify and implement actions for reducing consumables cost, with support from Finance and Purchasing teams.
  • Washing Cost: collaborate with Pressing Manager to keep Wet Processing Manager updated with the monthly washing cost.

7. Conducive Work Environment

  • Wet Processing Safety: monitor and ensure the dipping washing environment, processes and tools are maintained at an optimum condition and abide by the Group’s and national production safety regulations.
  • Compliance: monitor and ensure all Group Ethical Business Practices (EBPs), customer codes of conduct and local labor laws are met.

8. Operator Engagement*

  • Operator Expectations: identify key expectations of wet processing operators for their jobs.
  • Effective Working Relationships: work to meet the key expectations of wet processing operators where appropriate, and build and maintain effective and respectful working relationships to drive high wet processing operator engagement.

*Definition of engagement: having captured the wet processing operators’ “hearts and minds” so that the wet processing operators consistently speak positively of the Wet Processing team, have a clear desire to be work and/or be associated with the Wet Processing team, and exert extra effort to contribute in some way to the Wet Processing team’s success.

9. Managerial Leadership of Immediate Team

  • Business Context: communicate the ‘bigger picture’ context in which IEs need to plan and execute work (e.g. world, country, industry, Group, customer and inter-departmental considerations).
  • Collaborative Teamwork: establish process for meeting regularly and holding IEs accountable for effective and Role collaborative teamwork at their level.
  • Business Context: communicate the ‘bigger picture’ context in which IEs need to plan and execute work (e.g. world, country, industry, Group, customer and inter-departmental considerations).
  • Collaborative Teamwork: establish process for meeting regularly and holding IEs accountable for effective and collaborative teamwork at their level.
  • IE Performance Management*: agree on SMART goals and assignments with each IE and provide continuous managerial guidance and feedback. Provide support for enhancing performance in the current role, conduct midyear progress reviews and determine year-end performance appraisal ratings.
  • IE Development*: assess the strengths and development needs of each IE and coach him/her in developing their FSKs and MLCs in line with the Role Profile of his/her current job.
  • Recognition and Reward: provide differential recognition and recommendations for reward incentives for IEs (pay, promotion, development opportunities).
  • De-selection: recommend re-assignment or termination of IEs where appropriate, supported by a fair ‘due process’ and structured performance improvement program.
  • Appeals Process: provide an appeals process for employees one level down (EoDs) who have a grievance with his/her Immediate Manager (IM).

10. Future Talent Pool

  • Talent Pool Analysis: assess the future potential of Employees-one-Down (EoDs) in terms of future manpower requirements.
  • Mentoring and Career Development*: establish mentoring relationship and career development programs with individual EoDs based on future manpower requirements, assessment of individual potential and individual interests.
  • IE Successor Development*: identify and have ready for promotion minimum two potential successors for each IE where relevant and within agreed timeframe.

11. Alignment with TAL Core Values and Culture

  • Personal Alignment: understand and personally commit to the Group’s core values and culture.
  • ‘Walk the Talk’: lead by example and behave consistently with the Group’s core values and culture.
  • Reinforcement and Support: communicate and visibly use the Group’s core values as guidelines for daily decision making. Support Group initiatives to reinforce the core values and culture.
  • Coaching: coach IEs to behave consistently with the Group’s core values and culture.

12. Personal Effectiveness

  • Assessment: take accountability for self-assessment of how to improve own personal effectiveness in the current role.
  • Feedback: ask for feedback regarding personal effectiveness from relevant parties.
  • Development Plan: pro-actively discuss ways for improving personal effectiveness with own IM. Seek opportunities for learning and growth. Participate fully in development opportunities provided by the Group and consciously apply the learning from the development programs

Experience requirements

3 -5 years

Education requirements

If you are ready to join this exciting opportunity, please contact Ms. Chi Bui at +84 0904281679 or for immediate consideration.

Contact Person

  •   Chi Bui
  •  Adecco