Hiring A Machine Operator Embroidery Project

What kind of person do you look for when hiring a Machine Operator? If you are a busy one-person operation, your first thought will probably be to find someone like you. But this is probably impossible, because there is no one like you! In reality, if you were to magically find a clone of yourself, that person would probably be more interested in building their own business, rather than helping you grow yours. 

It makes better sense to create a job description first, and then identify the characteristics of the ideal candidate. In the case of a Machine Operator, that person will need to hoop, sew, and finish garments. In addition, he/she might need to perform maintenance on the equipment and ship completed orders. Thus, you will need to find someone who can read and write, has good eye-sight, can follow directions, and has a moderate level of mechanical aptitude. 

One other key aspect to consider is their level of imagination and creativity. Initially, you might think this is an important personality trait for a machine operator, but in most shops it would be a hindrance. Running a machine day-in and day-out is boring, especially on large orders! If the Operator can’t stay focused, then their performance will be sub-par. You really need someone who is not a deep thinker and does exactly what they are instructed to do – kind of like a robot. Remember, this person is NOT like you! They need to run a machine, not a business. 

There is at least one exception to this concept: retail embroidery. If your Machine Operator must interface directly with the customer and setup designs, then a higher level of creativity will be required. Unfortunately, that same trait is likely to make him/her a short-term investment, as they will have an underlying drive to move up in the world, which means a quick exit as soon as something better comes along.

Once you finally have the job description ready – and that should be written down in great detail by the way – the next question becomes what do you pay this person?

It’s also important to have a pay scale that provides raises for your employee(s) as they become more valuable to you. We tied pay increases to specific benchmarks, so that the worker had an incentive to learn more and do more. For example, we had several different machines – different head configurations and different brands (initially). The new employee started with one machine and once they mastered it, they were given a raise and put on the second machine to start learning it, while still working with the first machine. Once they mastered it, another pay raise came into play and so on. During the hiring process, all of this was discussed so that they fully understood their growth opportunities.

Once your new Machine Operator is hired, it’s time to train him/her.  This will by far be the most challenging aspect of all. Don’t expect a quick return on your investment and don’t rush the process. Put together a program that provides them with resources, knowledge, and standards. And put it in writing, so they have something to refer back to. Be patient and remember that training is going to slow down your production initially.

The first step is to lay out the sequence of skills to teach. Since running the machine is easier that hooping, this should come first, followed by finishing (trimming and packing) and then hooping.

Machine Operations – Your manual needs to address in third grade language how to do all of the things that are required to sew an order, preferably in a logical sequence that can be repeated for each job. Example – Choose hoop/frame, load design, orient design, set needle sequence, center hoop, trace, etc. Then go into things such as bobbins, tension, returning to origin, etc, etc.

Finishing – This is a pretty simple concept, but there should be guidance as to what needs to be trimmed and what doesn’t. In addition, the correct processes such as sliding the scissors when removing backing rather than snipping. Plus a section on quality control is very helpful.

Hooping – This can be very challenging as it must detail not only the mechanics of hooping, but also the characteristics of different fabrics, plus information about backings, toppings and needles.

Beyond these things, your training program needs to address basic maintenance, machine error codes, and anything else that is important in your shop.

Employees mean new responsibilities for you. It’s imperative that everyone understands what is expected of them. That means you need to set policies and write a manual that explains them in a clear and concise manner. 

Standard personnel issues to consider are: sick time, vacation, holidays, start/stop time, overtime, etc. But don’t assume anything here. Contact the appropriate government office to obtain the legal guidelines that apply to wage employees. (In many states this is the Employment Security Commission) It’s critical that your policies conform with the law. 

In addition to the standard policies, you will need to address certain things that are specific to your business. Some areas to consider are: rejects and mistakes, personal use of shop equipment by the employee (Christmas gifts, etc), personal use of phone, including their cell phone, etc. Chances are you won’t think of everything on the first draft, so be ready to update the manual as new situations apply and issue revisions as needed.

Two other areas to consider are non-compete agreements and non-disclosure agreements. Each state treats these areas differently, so if you plan to have employees sign either type of agreement, consult with a Labor Attorney first!

Finally, you may be required to pay unemployment insurance and workman’s compensation for each employee that you hire. In addition you will have to deal with withholding for taxes and paying 50% of the employees FICA. A good Accountant will be very useful here, as it’s vital that you handle all the legal details correctly and in a timely fashion.

Employees – Your Worst Liability – Your Greatest Asset!