Presented by: Jennifer Koski and Lisa Dugan

1. 6/4/2014
Feedback is a Gift
Jennifer Koski – Lean Six Sigma Master Black Belt,
Manufacturing Center of Competency
Lisa Dugan – Business Process Consultant,
Integrated Operations

2. 6/4/2014
Observations from the Role Play

3. 6/4/2014
Jennifer Koski, 6s MBB
• Location: Waverly, TN
• Education: BS Mechanical Engineering, Georgia Tech
MS Mechanical Engineering, Georgia Tech
Work History
1990-1992 Lead Process Engineer, Fibers (Newark, DE)
1992 Energy Consultant, Corporate (Newark, DE)
1993-1994 Project Engineer, Medical (Boston, MA)
1995-1996 Assistant to Operations, Crop (Mobile, AL)
1997-1999 Area Process Supervisor, Chemicals (Belle, WV)
1999-2002 Reliability Engineer, Titanium Tech. (New Johnsonville, TN)
2002-2004 Six Sigma Black Belt, Titanium Tech. (New Johnsonville, TN)
2004-2007 Site Energy Leader, Titanium Tech. (New Johnsonville, TN)
2007-Present Lean Six Sigma Master Black Belt, Manufacturing Center of Competency (Waverly, TN)
Responsibilities of current role
Supervise a group of Lean Six Sigma MBB’s and BB’s in the Southeast Region.
Recently, developed and delivered Kaizen Event Facilitation Training, Project Management
Effectiveness Training, and Set-up Time Reduction Expert Training.
Personal
Married to another DuPont mechanical engineer and have 3 children (ages 15, 12, and 8)
Hobbies: reading, travel, walking the dogs, and transporting the kids to their activities

4. 6/4/2014
Lisa Dugan, PE, CPIM, CSCP, SCOR-P
• Location: Wilmington, DE
• Education: BS Civil Engineering, Lehigh University
Work History
1996-2000 GES and Golder Associates, Environmental Consulting & Design
2001 DuPont, Capital Project Engineer (Philadelphia, PA)
2001 PE License in DE
2005 DuPont, Master Production Scheduler (Deepwater, NJ)
2006 SAP Business Planning Key User
2007 DuPont, Supply Chain Black Belt (Wilmington, DE)
2008 CPIM Certified
2010 Six Sigma Black Belt Certified
2011 DuPont, Business Process Consultant (Wilmington, DE)
2011 CSCP Certified
2012 Certified SCOR Professional
Responsibilities of current role
Supports supply chain process excellence through development and application of standard
evaluation tools, metrics, training and development at a Corporate, or business level.
Personal Trademark
Strong and effective team player/collaborator.
Willingness to help and resolve conflicts.

5. 6/4/2014
Feedback is a Gift - Agenda
Core Value Contact – Respect for People
Issues when Receiving Feedback
A better way to Receive Feedback
Why Feedback is Important
Issues when Giving Feedback
A better way to Give Feedback
Questions and Answers

6. 6/4/2014
Core Value Contact
Think of a time when you were verbally attacked in a meeting or hallway.
How did you respond: fight / flight / freeze?
Find someone near you that has the same response.
Discuss what can you do to modify this response?

7. 6/4/2014
Issues when Receiving Feedback
• Fight back
• Don’t acknowledge the feedback
• Immediately leave the situation
• Hold a grudge
• Take it personally
• Don’t listen
• Become angry

8. 6/4/2014
A better way to Receive Feedback
• Actively listen.
• Pause, allow time to react positively.
• Ask for clarification.
• Repeat what you just heard to ensure you heard it correctly.
• Respond to punishing feedback not in the way it’s been given, but
in the way you want to be responded to.*
• Move towards identifying a solution that would be agreeable to
each person, if applicable.
• Thank the person giving you the feedback.
• Remember, it is your choice if you want to do something with the
feedback.
* Reference: Jack Zenger -The 9 Things Bad Leaders Who Successfully Improve Learn To Do

9. 6/4/2014
Why Feedback is Important
Get into groups of 3 and discuss why feedback is important.
Here are some of the reasons:
• To find out where you stand
• Gain an understanding of how others see you
• Identifies areas for improvement or development
• Helps set goals for the future
• Improves team dynamics and the work environment

10. 6/4/2014
Issues when Giving Feedback
• Use of generalizations (always, never) versus quantifiable actions
• Not specific enough, no concrete examples
• Inappropriate setting
• Saying ‘you’ more often than ‘I’ or ‘me’
• Not preparing
• Too late
• Indirect
• Being harsh or critical
• Too many items or topics
• Not solution focused
• Infrequent
• Always negative versus positive

11. 6/4/2014
A better way to Give Feedback
Video: AID Feedback Model
http://www.youtube.com/watch?v=-vIAZgyIC7w
1. Action
2. Impact
3. Desired Outcome

12. 6/4/2014
Redo the Role Play – 5 minutes
Separate into groups of 3, chose one person to receive feedback, one to
give the feedback, and then, an observer.
Redo the role play of a person being late to a critical meeting.
How did it go?

13. 6/4/2014
THANK YOU!
Please provide feedback on what went well and
what could be improved.

14. 6/4/2014
For Internal Use Only