KOHL’S
INTE
RNSHIP
PRESENTA
TIONI N
TE
RN
: H
OLD
EN
OT
TO
LI N
I
HOLDEN OTTOLINI 10 Week Internship
Supervisor Intern
My biggest goals: Be able to deliver something valuable to the DC Create a learning experience for everyone else Become a better leader and grow
School : Binghamton University Year : Senior Major : Business Management
Concentrations : Marketing & Leadership Hometown : Coudersport, PA Favorite Sport : Hockey Hobbies : Music & Sports
That’s Me My Boss
AGENDA
Introduction
Thank You‘s
Department OverviewsWhat I learned?What I did?StrengthsSuggestions
About My Experience
ProjectOverviewGraphs / Statistics SummaryProgress / Future
ConclusionWhat I learnedSummary
Questions or Comments?
AGENDA:
THANK YOU!
Maturity, Growth,
Independence &
Mentorship
Associates•Floor Associates•Kelly Williams•Transportation
Management•Bill Pooley•Victor Dejesus•Aimee Battle•Kurt Trischitta
Supervisors• Jim Eggleton• John Klien •Steven Niosi•Angel Morales•Bernie Williams•Keith Eighmey•All 2nd shift Supervisors
Corporate•Stephen Laskoski• Jacquie Leventoff•Andrea
Sta
rt-Up
W
ork
book
Pro
gra
ms
Pro
ble
m
Solv
ing
Pro
du
ctio
n M
eetin
gs &
O
pera
tion
s
PACK TO LIGHT SummaryMoving commodities into more specialized freight Both 1st shift Supervisors display kind, considerate
personalities which would be best fit as DEMOCRATIC LEADERS
Important ToolsCommunication Forecasts
LearningDepartment Specifics
PACK TO LIGHT (LEADERSHIP) P2L WorkbookNeater, cleaner and more efficient systemForecast UPH and Productivity All Information can be placed on 1-2 pages Revised Start up P2L UPH.pdf
Shadowing Jim & AngelAdvice
A sense of Urgency
Grow as an Individual &
Leader
PACK TO LIGHT (LIGHTNING PICK) Lightning Pick
Lightning Pick.xlsxResults
Enough money to hire another full-time associate
High Costs - $17.10 Per HourMedium Costs – $15.10 Per
HourLow Costs - $13.10 Per Hour
RecommendationsNew ProgramNew MachineAssociate hired for that specific
task*Found on Page 2
10 Hr. Day
10 Hr. Day
8 Hr. Day
0 10,000 20,000 30,000 40,000 50,000 60,000
Lightning Pick Cost Comparison
High Total CostMedium Total CostLow Total Cost
8 Hr. Day – Assuming 4 Hours of Lightning Pick for Problem Solvers + 2 Hours for Supervisors
1st 10 Hr. Day – Assuming 12 Hours of Lightning Pick for Problem Solvers + 2 Hours for Supervisors
2nd 10 Hr. Day – Assuming 9 Hours of Lightning Pick for Problem Solvers + 2 Hours for Supervisors
Graph Key
PACK TO LIGHT (SUGGESTIONS & EXPERIENCE)
SuggestionsRearranging Hours within and out of
departmentKeeping commodities in modules consistentIncreased communication to other departmentsAll associates are cross-trained
ExperienceTerrific Supervisors helped me:
Increase my accountability Learn from their experiencesUnderstand the operation
LogisticsConfiguring where associates need to beHow many associates it will take to clear a
certain amount of freight
Mg
mt. A
ssocia
tes &
D
ep
artm
en
t
Associa
te
Gra
tificatio
n
Dele
gati
on
Accou
nta
bili
ty
SHIPPING SummaryReceiving freight from other departments
and packing it onto specified trailersSystem sorts the packages onto specific
snakesDependent on other departments at times
Important ToolsAttention to detailAllocation of resourcesCommunication
LearningIndependence & Leadership
SHIPPING (LEADERSHIP) What I learnedWorked alongside associatesRan Start Ups
Assigning & Assuming Responsibilities
Problem SolvingDealing with associates
Positively & NegativelyProduction Meetings
Worked with other departments
Forecasted ProjectionsMade adjustments
Non-Con
Stripping
Doors
Sorting
SHIPPING (LEARNING PROCESS) Shadowing Learned from John:
ExperienceLeadership
LAISSEZ-FAIREGives associates responsibility
and trusts their judgment TechniquesPersonality
Christian & Tom :Helped me:
Think criticallyDevelop accountabilityHelp see a bigger picture
Growth
SHIPPING (EXPERIENCE & SUGGESTIONS)
SuggestionsWorking to have Supervisors & Associates cross-trainedMore communication with other departments Joint meetings w/ 2nd shift before their start to align goalsSetting daily goals and priority listsDelegating responsibilities
Experience
Exposure into the real world and taught me how to “Think on My Feet”
Leadership techniques & how to better manage people and resources
React and respond when plans change on the spot
Amazing opportunity to lead a department single handedly
Accou
nta
bil
ity
Coh
esi
on
Tim
e
Mg
mt.
Bu
ildin
g O
pera
ting
P
rocess
RECEIVING SummaryDistribution of freight to the other departments2 types of doors
P&A and RegularOften times have to audit cartons
How the building creates vendor violationsSupports the building financially
Important ToolsCommunicationTeamwork with other Supervisors and departmentHousekeeping
LearningManagement styles & Experience
RECEIVING (LEADERSHIP) Supervisor Role1st opportunity to lead a group of associates
Pushing out of FlatHelped understand the “Big Picture”
Prioritization of tasks and the effects on efficiency
Motivating associates is key to higher productivity
Tips, Tricks, Advice and Hands on learning
Time management and building
needs, exceeds goals
Steve – Transformatio
nal Leadership
Keith – Authoritative Leadership
Shadowing:
RECEIVING (EXPERIENCE & SUGGESTIONS)
Suggestions
Unison
• Communication with other departments
• Collective building & shift goals and responsibilities
Problem Solving
• If a problem occurs, discuss it with the whole building to prevent future issues
• Not sacrificing building UPH for department UPH
Associate
Recognition
• Promote and motivate associates for a positive performance
• Help associates keep track of their progress
Experience
Preparedness
• 1st on Floor and are always prepared whether good or bad trailers
• Consistently aggressive and meets building forecasts
Knowledgeable
• Know the business in and out understand the operation
• Extremely good Supervisors to ask for questions
Motivated
• Always a positive approach and cares about the building and operation
Pro
ble
m S
olv
er
Resp
on
sib
ilities
Atte
ntio
n to
D
eta
ilHou
sekeep
ing
Tim
e
Mg
mt.
STRIPPING SummaryA facet of ShippingTrailers are received from stores and “Stripped” of Freight, Pallets,
Cardboard, Jewelry etc.Freight is then loaded into an 804 or 811 Trailer
Or into a hanger or cardboard trailer
Important ToolsOrganizationPrioritizingAllocation of ResourcesTeamwork
LearningFoundation of Building
STRIPPING (LEARNING PROCESS)
Mike K Strippin
g Problem Solver
Teacher
Honest
Knowledgea
ble
Dedicated
Hard Worker
Great Example
Helpful
Intelligent
LearnedJewelry Totes & P.S.
ResponsibilitiesManaging trailer call-outsMotivate AssociatesIns & Outs of StrippingProblems of StrippingImportance of HousekeepingManaging final strips (Time
Management)
STRIPPING (PROJECT OVERVIEW)Manage Stripping
• Control + - Empty Trailers
• Monitor Lock & Seals
• Maintain +10-15 Empties
• Observe Process
• Find ways to improve process (Cost Savings)
“Best Practice”
• Study Trends of Trailers
• Work on Solutions
• Requires Labor Hours when stores don’t follow Best Practice
• Kohl’s Provides a Best Practice sheet
5 Week Study
• Record problematic trailers
• Detail repeat trailers
• Create Spreadsheets
• Calculate potential costs
• Design graphs
• Present Information
STRIPPING (5 WEEK STUDY)
Problem• Stores don’t follow best practice• Creates more labor for DC
associates• Kohl’s provides Best Practice sheet• Operation Costs extra $• Current system has not worked
well• Frustrated associates
Solution• Create a reward/improvement
system for problem stores• Build an overarching Blueprint to
follow for stores• Create an document where
Management has to sign before sending trailer• E-Form eventually
• Track data and stores• Find correlations and find cost
savings• Speak with DM,TM, RM
STRIPPING (PROJECT MANAGER OVERVIEW)
Summary of Project
Project Handout
Overview of Project.pdf
*Found on Page 3
STRIPPING PROJECT (JUNE STRIPS)
1st Shift June Strips
Separated By: Day of the week Weeks of the
month Total Strips Average Strips Exception Days
STRIPPING PROJECT (JUNE GRAPHS – 5 WEEK)
Week 1 Week 2 Week 3 Week 4 Week 50
5
10
15
20
25
30
35
40
45
50
2022
20
383636
31 30
42
3333
25
31
4
33
25
30
44
12
30
Strips By Day & Week
MondayTuesdayWednesdayThursdayFriday
STRIPPING PROJECT (STORE SYNOPSIS) Problem StoresRecorded
# of Violations
Amount of Money Per Store
% Full Trailers Avg.
Hours Spent (Labor)
Stripping Doc.xlsx
Store Documentation ProofTraceableTrailer #, Store # & Trailer Picture
*All of these stores do not have sweeps or one way routes
STRIPPING PROJECT (ADDITIONAL HOURS)
Assuming .75 Strips Per Hour
This is the additional time on top of the .75 it took to clear the trailer Sorted by Store
Taking into consideration extra people it took to finish
711 (South Burlington - MA)
141 (Watertown - NY)
378 (Ronkonkoma)
767 (Mansfield)
411 (Jericho)
401 (Brookfield - CT)
377 (East Setauket)
0 1 2 3 4 5 6 7 8
1
3.8
3
1.75
7.55
4.5
Additional Hours Spent on Trailer
Hours
STRIPPING PROJECT (% OF FULL TRAILERS)
Shows the % of how full the trailers are returning from the store
Able to see if their trailers are too full or they need to fill them more often
*Mansfield would be a concern that they are not getting enough trailers
40%
50%
72%
100%84%
78%
73%
% Full Trailer Avg
711 (South Burlington - MA)141 (Watertown - NY)378 (Ronkonkoma)767 (Mansfield)411 (Jericho) 401 (Brookfield - CT)377 (East Setauket)
STRIPPING PROJECT (COSTS PER STORE)
Shows how much money each store is costing the DC over the 5 week study
Important when analyzing the store and tracing it back to the store manager
*$106 is extremely high for 5 weeks
$14.10
$61.34
$90.95
$24.68
$106.46
$52.8
8
Amount of Money By Store
711 (South Burlington - MA)141 (Watertown - NY)378 (Ronkonkoma)767 (Mansfield)411 (Jericho) 401 (Brookfield - CT)377 (East Setauket)
STRIPPING PROJECT (# OF VIOLATIONS BY STORE)
Number of violations by store over 5 weeks
3 was the minimum to be studied
Many of the stores are nearly averaging a violation per week or a trailer not in “Best Practice”
0
1
2
3
44
34 4 4
3 3
Number of Violations Per Store
*3 Minimum
# Of Violations
STRIPPING PROJECT (CALCULATIONS) Formulated ResultsBased On:
3% & 4% Salary Growth Rates over the next 5 years
Current amount of Extra Labor Hours to Strip a Trailer 159 over 5 weeks is multiplied by Salary growth
All Data was derived from the Society of Human Resource Management
Assuming amount of Extra Labor for Strips stays the same
Stripping Doc.pdfStripping Doc.xlsx*Found on Page 6
% of Bad Strips
Avg. Trailer Cost
HoursBad Strips Per Day & Month
Yearly Cost – Monthly Cost
1 & 5 Year Costs
Total CostsStripping Documentation
AVG. SALARY GROWTH 3%
Graph based on % of Salary growth @ 3%
3% is expected by the Society for Human Resource Management
Graph includes Labor Costs w/ Salary growth over a Year based on 5 week study
Year 1 - 3% Salary
Growth* = 14.52
Year 2 - 3% Salary
Growth* = 14.96
Year 3 - 3% Salary
Growth* = 15.41
Year 4 - 3% Salary
Growth* = 15.87
Year 5 - 3% Salary
Growth* =16.35
$22,500
$23,000
$23,500
$24,000
$24,500
$25,000
$25,500
$26,000
$26,500
$27,000
$27,500
% Salary Growth Over 1 Year
AVG. SALARY GROWTH 4%
Graph based on % of Salary growth @ 4%
4% is possible with an economy that improves by the Society for Human Resource Management
Graph includes Labor Costs w/ Salary growth over a Year based on 5 week study
Year 1 - 4% Salary
Growth* =14.66
Year 2 - 4% Salary
Growth* =15.25
Year 3 - 4% Salary
Growth* =15.86
Year 4 - 4% Salary
Growth* =16.50
Year 5 - 4% Salary
Growth* =17.15
$22,000
$23,000
$24,000
$25,000
$26,000
$27,000
$28,000
$29,000
$30,000
4% Salary Growth Over 5 Years
STRIPPING PROJECT RECOMMENDATIONS
Create a Blueprint
Create a Reward & Improvement System
Build better connections between DC & Store
Use current form and create an Eform to monitor poor trailers
Use blueprint instead of emailing stores that don’t meet “Best Practice”
Track Trailers that don’t follow “Best Practice”
Record all poor trailers
Relate to cost savings and keep contact with stores who are not following
STRIPPING PROJECT OVERVIEW DOCUMENT Outlines The Project
Meant to give to:District ManagersTerritory ManagersRegional ManagersStore managersStore Supervisors
Summarizes the Project
Blueprint of Project & Goals
Outbound Trailer Preparation.pdf
*Found on Page 4
STRIPPING PROJECT MANAGER/SUPERVISOR Tracking Trailers not in “Best Practice”
Retail Loading GuideSupervisors or Store Managers will fill out
sheet withSignatureTrailer #Printed NameDate
This way DC’s can trace a bad trailer back to the store Supervisor or Manager
Eventually create an E-FormGuide comes with Trailer Loading GuideCheck-Mark Boxes Before SendingOutbound Trailer Preparation.pdf*Found on Page 5
FINAL RECOMMENDATIONS
Teamwork
Team Exercises Emphasis on Cross Training
Finding common initiatives
Brainstorming new ideas
MotivationMotivate fellow piers as
much as possible Reward associates for a
job well done Recognize associates if
they help you out
Communication Possibility of scheduling 15 minutes while shifts overlap for 1st & 2nd shift
meeting
Department to department and shift to shift goals and priorities
Cohesion1st & 2nd shift collaboration for overall
building efficiency Work together within departments
MY EXPERIENCE WAS….
Overall an AMAZING Experience
Have LEARNED So Much
I am very LUCKY to have had this opportunity
Hopefully have been able to CONTRIBUTE to the building
Am very EXCITED to potentially have an opportunity in the future
Feel GRATEFUL to have been able to spend my internship with great people
They Always Say: The people make
a company, in this case they weren’t lying
BEST EXPERIENCE I’ve ever had, a great start to my future
More than I anticipated but 100% worth it
Very REWARDING for my Growth & Leadership
GREAT, and would recommend it to another student in the future
KOHL’S Is DEDICATED to it’s staff
WHAT I LEARNED?
Com
mu
nic
ati
o n
Ind
ivid
ual
Matu
rity
Man
ag
em
en t
Dis
trib
uti
on
Exe
cuti
ves
Process & BusinessOperationFortune 500 Company
Life
Living ResponsibilitiesFuture Goals
Care
ers
TeamworkGoalsDeadlines
People MGMT.MeetingsExpectationsTime
Career AdvicePersonal GrowthPersonal Stories
StressPressureResults
DistributionKohl’sExecutive PositionsRe-locationPossibilities
ACCOMPLISHMENTS
Personal
Managing a Department
Accountability
Improving from Feedback
Learning a Business model
Adaptation
Leadership & Associate Interaction
Connections
Organizational
Pack to Light Start-Up Sheet
Stripping Project & Results
Recommendations
Lightning Pick Cost Savings
Relationships Formed
Learning Experience
Mutually Beneficial Program
INTERNSHIP SUMMARY
Departments
Programs
Observed Process
Excel Spreadsheets
Recommendations & Strengths
Met Associates
Management
Progress
Feedback
Company Goals
Individual Goals
Future
Supervisors
Shadowed
Learned
Interacted & Contributed
Sought Advice
Experience
Individual
Production Meetings
Department Supervisor
Associate Recognition and
Improvement
E-Learnings
Strong Interest in Career Path
KOHL’S
Attended & Lead AIA Events
Attended Pooley Mtn.
SOHO w/ Victor
Golfing
Company Picnic
Project
Analyzed Stripping
Formed Relationships
Worked to understand
Compiled Data
Presented Results
QUESTIONS & COMMENTS
“I DON’T WANT TO BE GOOD, I WANT TO BE GREAT. I WANT TO DO SOMETHING SPECIAL THAT PEOPLE REMEMBER.”- HOLDEN OTTOLINI
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