From Worst to Best: A Case Study on Effective Leadership and Team Transformation in a Lingerie Garments Factory in Bangladesh

Introduction

In the dynamic and labor-intensive environment of the garment industry, leadership often makes the critical difference between chaos and cohesion. This case study highlights the remarkable transformation of two underperforming sewing lines in a Lingerie Garments Industry in Bangladesh, driven by the empathetic and hands-on leadership of Mr. Babul (Unit HR Head) and Ms. Anna (Unit Operations Manager from the Philippines) in 2014.

The Problem

The factory had 22 sewing lines, and among them, Line 17 and Line 18 were consistently underperforming. Managed by a single supervisor, Mr. Jahangir, these lines suffered from multiple issues:

• High absenteeism
• Missed daily production targets
• Lack of discipline
• Team conflict and blame culture
• Uninformed leaves and mid-shift walkouts

Despite intervention from the Industrial Engineering (IE) team, production officers, and unit leadership, the problems persisted. Mr. Jahangir, frustrated and demoralized, submitted his resignation multiple times within a month. The situation escalated to a critical point, threatening the operational stability of both lines.

Leadership Intervention

Recognizing the urgency, Mr. Babul and Ms. Anna decided to take direct control of Line 17 and Line 18. In a joint declaration, they announced that:

“From now on, both lines will be co-managed by the HR and Operations team. All workers and the supervisor will report directly to us.”

This was a bold move, breaking traditional functional boundaries, but one that laid the groundwork for a collaborative turnaround.

Empathetic Engagement and Daily Management

Instead of placing blame, Anna and Babul approached the team with patience and empathy. They sat with workers and listened to their challenges without judgment. This open dialogue marked the beginning of a cultural shift.

Their strategy included:

• Daily Hourly Reviews: Monitoring production hourly to ensure continuous improvement.
• Leave Control System: All leaves were regulated, with pre-approvals made mandatory.
• Morning Engagements: Every morning before work, Mr. Babul personally addressed both lines to motivate and align the team.
• Motivation & Recognition: Regular recognition of small achievements helped build morale and a sense of shared purpose.

The Turnaround

Within weeks, significant positive changes began to surface:

• Absenteeism dropped drastically—eventually reaching zero unapproved absences.
• Team members began supporting one another instead of assigning blame.
• Production targets were met consistently.
• Disciplinary issues vanished as team engagement grew.
• Workers started to take pride in their team’s progress.

Within 5 months, Lines 17 and 18—once the worst-performing lines—rose to be among the top three performers out of 22.

A Defining Moment of Team Spirit

A powerful testimony of this transformation came when Mr. Jahangir, the supervisor, applied for 5 days of leave for his wedding. Unexpectedly, his team members approached Anna and Babul and requested 12 days of leave for him, promising that they would collectively maintain production targets in his absence.

This rare gesture of solidarity and ownership moved the leadership. They approved the extended leave, and as promised, the team ran smoothly without their supervisor, meeting all targets and maintaining discipline.

Conclusion

This case study underscores the power of empathetic leadership, consistent engagement, and collaborative problem-solving. Through patience, structure, and daily involvement, Ms. Anna and Mr. Babul turned a struggling operation into a model of productivity and teamwork.

Their success demonstrates that even in the most challenging environments, human-centric leadership can foster transformation. It’s not just about managing operations—it’s about inspiring people to believe in themselves and their team.

Key Takeaways:

• Listening to workers fosters trust and openness
• Daily engagement and visibility of leaders build accountability
• Recognition and motivation encourage behavioral change
• Empowered teams can self-manage and sustain productivity

Anna and Babul didn’t just fix a production problem—they created a legacy of leadership.