Floor Supervisor (Machine Sewing) at Natural Girl Wigs

What you will do

• Take a team of machine sewers and make them measurably better.
• You will own your team's output, quality, and development—not by sewing yourself, but by coaching each person to perform, finding the real reason when performance slips, and fixing it.
• You are the difference between a team with poor performance and one with stellar performance.

Who we are looking for:

• A supervisor who sees themselves as a coach first.
• You have run a team before and you know a production floor from the inside, but you understand that your value is no longer in doing the work—it is in getting performance out of the people who do.
• You are analytical enough to find the root cause of a problem and practical enough to solve it, and you hold a team to a high standard without ever making them feel small.

Who this role is for:

• You believe a supervisor's job is to make their team win—and you measure yourself by whether they do.
• You can coach people who are more skilled at the craft than you are.
• You do not need to be the fastest sewer on the floor to make the floor faster; you know how to observe, diagnose, and develop, even in a skill you could not personally perform at their level. You lead through insight and standards, not through being the most technically able person present.
• You get to the root cause. When output drops or the same defect keeps appearing, you do not treat the symptom—you find why it is happening and fix the cause.
• You notice the small things: the seam that is consistently off, the step that keeps getting skipped, the sewer whose numbers quietly slipped three weeks ago.
• Detail is where you live—you catch a crooked seam the way a good editor catches a wrong word.
• You are performance-driven, not activity-driven. You do not bury your manager in fluff or data that leads nowhere.
• You bring the number that matters, the reason behind it, and your recommendation. You understand that the point of measurement is a better decision, not a busier report.
• And you hold standards the right way. You can correct a person's work firmly and still leave them respecting you.
• You state a position once and close a disagreement cleanly rather than arguing to win. You treat everyone—your team and your fellow supervisors—as capable adults.
• You know the difference between being respected and being feared, and you are only interested in the first.
• This role is not for you if you lead by talking down to people, if you win arguments instead of resolving them, or if you think a supervisor's job is to catch people out. It is for you if you find real satisfaction in watching someone you coached become better than they were—and better, sometimes, than you.

What you will own:

• Team performance & coaching: You own your team's output and quality. You coach each sewer individually toward their targets, run the cadence that keeps performance visible, and develop the lower performers rather than writing them off. Your success is your team's improvement over time.
• Root-cause problem solving: When quality or output slips, you find the actual cause—skill gap, machine issue, process gap, materials, or morale—and put a practical fix in place. You watch first-pass yield and output per sewer closely enough to spot a pattern before it becomes a missed target.
• Standards, quality & floor discipline: You hold a consistent, visible quality standard so that fairness is never in question. You correct the work, not the person. You keep records that make patterns clear over time—without turning the floor into a place people are afraid to work.
• Turning instruction into execution & keeping performance visible: You take goals from production leadership and operationalize them on your team. You maintain the team's performance records using our existing reporting structure and report back with the signal that matters, not noise.

What you need to have
Non-negotiable:

• A coaching instinct: evidence you have made a team or individuals measurably better, including people you could not outperform at the task itself.
• Analytical root-cause ability—you can move from "what is happening" to "why" to "what we do about it."
• High attention to detail—you catch what others walk past.
• Comfort using performance data to make decisions, and the aptitude to pick up our reporting tools quickly.

Strong advantages:

• Background in garment, textile, hair, footwear, or another craft-production environment.
• Experience coaching in a skill you did not personally master.
• A track record of growing from an individual contributor to a supervisor or manager role.