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