2. 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

3. AGENDA
 Introduction
 Thank You‘s
 Department Overviews
What I learned?
What I did?
Strengths
Suggestions
About My Experience
 Project
Overview
Graphs / Statistics
Summary
Progress / Future
 Conclusion
What I learned
Summary
 Questions or
Comments?
AGENDA:

4. 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

5. Start-UpWorkbook
Program
s
ProblemSolving
ProductionMeetings&
Operations
PACK TO LIGHT
 Summary
Moving commodities into more specialized freight
Both 1st shift Supervisors display kind, considerate
personalities which would be best fit as DEMOCRATIC
LEADERS
 Important Tools
Communication
Forecasts
 Learning
Department Specifics

6. PACK TO LIGHT (LEADERSHIP)
 P2L Workbook
 Neater, cleaner and more efficient system
 Forecast UPH and Productivity
 All Information can be placed on 1-2 pages
 Revised Start up P2L UPH.pdf
 Shadowing Jim & Angel
Advice
A sense of
Urgency
Grow as an
Individual & Leader

7. PACK TO LIGHT (LIGHTNING PICK)
 Lightning Pick
 Lightning Pick.xlsx
Results
Enough money to hire
another full-time associate
High Costs - $17.10 Per Hour
Medium Costs – $15.10 Per
Hour
Low Costs - $13.10 Per Hour
Recommendations
New Program
New Machine
Associate hired for that specific
task
*Found on Page 2
0 10,000 20,000 30,000 40,000 50,000 60,000
10 Hr. Day
10 Hr. Day
8 Hr. Day
Lightning Pick Cost Comparison
High Total Cost
Medium Total Cost
Low 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

8. PACK TO LIGHT (SUGGESTIONS & EXPERIENCE)
 Suggestions
Rearranging Hours within and out of
department
Keeping commodities in modules consistent
Increased communication to other
departments
All associates are cross-trained
 Experience
Terrific Supervisors helped me:
Increase my accountability
Learn from their experiences
Understand the operation
Logistics
Configuring where associates need to be
How many associates it will take to clear a
certain amount of freight

9. Mgmt.Associates&
Department
AssociateGratification
Delegatio
n
Accountability
SHIPPING
 Summary
Receiving freight from other departments and
packing it onto specified trailers
System sorts the packages onto specific snakes
Dependent on other departments at times
 Important Tools
Attention to detail
Allocation of resources
Communication
 Learning
Independence & Leadership

10. SHIPPING (LEADERSHIP)
 What I learned
Worked alongside associates
Ran Start Ups
Assigning & Assuming
Responsibilities
Problem Solving
Dealing with associates
Positively & Negatively
Production Meetings
Worked with other
departments
Forecasted Projections
Made adjustments
Non-
Con
Stripping
Doors
Sorting

11. SHIPPING (LEARNING PROCESS)
 Shadowing
Learned from John:
Experience
Leadership
LAISSEZ-FAIRE
Gives associates responsibility
and trusts their judgment
Techniques
Personality
Christian & Tom :
Helped me:
Think critically
Develop accountability
Help see a bigger picture
Growt
h

12. SHIPPING (EXPERIENCE & SUGGESTIONS)
 Suggestions
Working to have Supervisors & Associates cross-trained
More communication with other departments
Joint meetings w/ 2nd shift before their start to align goals
Setting daily goals and priority lists
Delegating 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

13. Accountabilit
y
Cohesio
n
Time
Mgmt.
BuildingOperating
Process
RECEIVING
 Summary
Distribution of freight to the other departments
2 types of doors
P&A and Regular
Often times have to audit cartons
How the building creates vendor violations
Supports the building financially
 Important Tools
Communication
Teamwork with other Supervisors and department
Housekeeping
 Learning
Management styles & Experience

14. RECEIVING (LEADERSHIP)
 Supervisor Role
1st opportunity to lead a group of associates
Pushing out of Flat
Helped understand the “Big Picture”
Prioritization of tasks and the effects on
efficiency
Motivating associates is key to higher productivity
 Shadowing
:

15. 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

16. ProblemSolverResponsibilities
AttentiontoDetail
Housekeeping
Time
Mgmt.
STRIPPING
 Summary
A facet of Shipping
Trailers 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 Tools
Organization
Prioritizing
Allocation of Resources
Teamwork
 Learning
Foundation of Building

17. STRIPPING (LEARNING PROCESS)
Mike K
Stripping
Problem
Solver
Teacher
Honest
Knowle
dgeabl
e
Dedicated
Hard
Worker
Great
Example
Helpful
Intelligent
 Learned
Jewelry Totes & P.S. Responsibilities
Managing trailer call-outs
Motivate Associates
Ins & Outs of Stripping
Problems of Stripping
Importance of Housekeeping
Managing final strips (Time
Management)

18. 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

19. 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

20. STRIPPING (PROJECT MANAGER OVERVIEW)
 Summary of Project
 Project Handout
 Overview of
Project.pdf
 *Found on Page 3

21. STRIPPING PROJECT (JUNE STRIPS)
 1st Shift June Strips
 Separated By:
 Day of the week
 Weeks of the month
 Total Strips
 Average Strips
 Exception Days

22. STRIPPING PROJECT (JUNE GRAPHS – 5 WEEK)
20
22
20
38
3636
31 30
42
3333
25
31
4
33
25
30
44
12
30
0
5
10
15
20
25
30
35
40
45
50
Week 1 Week 2 Week 3 Week 4 Week 5
Strips By Day & Week
Monday
Tuesday
Wednesday
Thursday
Friday

23. STRIPPING PROJECT (STORE SYNOPSIS)
 Problem Stores
Recorded
 # of Violations
 Amount of Money Per Store
 % Full Trailers Avg.
 Hours Spent (Labor)
 Stripping Doc.xlsx
 Store Documentation Proof
Traceable
Trailer #, Store # & Trailer Picture
 *All of these stores do not have sweeps or one way routes

24. 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
1
3.8
3
1.75
7.55
4.5
0 1 2 3 4 5 6 7 8
711 (South Burlington - MA)
141 (Watertown - NY)
378 (Ronkonkoma)
767 (Mansfield)
411 (Jericho)
401 (Brookfield - CT)
377 (East Setauket)
Additional Hours Spent on Trailer
Hours

25. 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)

26. 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
$52.88
Amount of Money By Store
711 (South Burlington - MA)
141 (Watertown - NY)
378 (Ronkonkoma)
767 (Mansfield)
411 (Jericho)
401 (Brookfield - CT)
377 (East Setauket)

27. 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”
4
3
4 4 4
3 3
0
0.5
1
1.5
2
2.5
3
3.5
4
4.5
Number of Violations Per Store
*3 Minimum
# Of Violations

28. STRIPPING PROJECT (CALCULATIONS)
 Formulated Results
Based 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.pdf
Stripping Doc.xlsx
*Found on Page 6

29. 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
$22,500
$23,000
$23,500
$24,000
$24,500
$25,000
$25,500
$26,000
$26,500
$27,000
$27,500
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
% Salary Growth Over 1 Year

30. 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 $22,000
$23,000
$24,000
$25,000
$26,000
$27,000
$28,000
$29,000
$30,000
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
4% Salary Growth Over 5 Years

31. 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

32. STRIPPING PROJECT OVERVIEW DOCUMENT
 Outlines The Project
Meant to give to:
District Managers
Territory Managers
Regional Managers
Store managers
Store Supervisors
 Summarizes the Project
 Blueprint of Project &
Goals
 Outbound Trailer
Preparation.pdf
 *Found on Page 4

33. STRIPPING PROJECT MANAGER/SUPERVISOR
 Tracking Trailers not in “Best Practice”
 Retail Loading Guide
Supervisors or Store Managers will fill out
sheet with
Signature
Trailer #
Printed Name
Date
This way DC’s can trace a bad trailer back to
the store Supervisor or Manager
Eventually create an E-Form
Guide comes with Trailer Loading Guide
Check-Mark Boxes Before Sending
Outbound Trailer Preparation.pdf
*Found on Page 5

34. FINAL RECOMMENDATIONS
Teamwork
Team Exercises
Emphasis on Cross
Training
Finding common
initiatives
Brainstorming new
ideas
Motivation
Motivate 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
Cohesion
1st & 2nd shift collaboration for overall building
efficiency
Work together within departments

35. 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

36. WHAT I LEARNED?
Communication
IndividualMaturity
Management
Distribution
Executives
Process &
Business
Operation
Fortune
500
Company
Life
Living
Responsib
ilities
Future
Goals
Careers
Teamwork
Goals
Deadlines
People
MGMT.
Meetings
Expectatio
ns
Time
Career
Advice
Personal
Growth
Personal
Stories
Stress
Pressure
Results
Distribution
Kohl’s
Executive
Positions
Re-location
Possibilities

37. 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

38. 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

39. 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