This project is an individual project that I completed for my Summer 2014 internship at Kohl's E-Fulfillment Center. I was given the task as an Operations Supervisor Intern to determine what processes the building could improve upon. I chose training.
This project is an individual project that I completed for my Summer 2014 internship at Kohl's E-Fulfillment Center. I was given the task as an Operations Supervisor Intern to determine what processes the building could improve upon. I chose training.
This project is an individual project that I completed for my Summer 2014 internship at Kohl's E-Fulfillment Center. I was given the task as an Operations Supervisor Intern to determine what processes the building could improve upon. I chose training.
1. Executive Summary.3 2. Internship Experience Recap..4 3. Managing a Department..4 4. Suggested Improvements.4 a. Summary...4 b. Objectives.5 c. Method......5 d. Conclusion5
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1. Executive Summary Kohls Department Store is a value-oriented company. The mission and vision of the company begins in the behind the scenes operations that the end customer can easily overlook when shopping in one of our stores or on Kohls.com. It begins here. Through the course of my internship at Kohls EFC 4, I have learned that Kohls has wonderful state-of-the-art facilities but their greatest asset is the people. From upper management to the pallet builder, everyone comes to work focused on achieving a common goal: provide timely and excellent customer service. To achieve this goal there are various things that could be improved within Kohls EFC 4 specifically. Throughout this project I will review the internship experience and also outline some key areas that I see as needing improvement.
Our mission is clear to be the leading family- focused, value-oriented, specialty department store offering quality exclusive and national brand merchandise to the customer in an environment that is convenient, friendly and exciting. Kevin Mansell
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2. Internship Experience Recap Throughout my time here at EFC 4, Ive gained very valuable experiences for the beginning of my career. As a student, our knowledge is limited to what our professors teach us. Before the internship I had a fixed picture of how a distribution center should operate, but after joining Kohls as an intern I realized there is much more to how processes work. Aside from the hands- on experience, there were many new processes that were introduced to me. The rotational program and especially leading the department for two weeks gave me a realistic view of how things work. The knowledge gained during this internship will follow me through my career. 3. Managing a Department I was placed in the Receiving department with Kim as my mentor. For the first week I mostly learned what the role of the supervisor is within the department as well as all the daily functions and tasks. During the supervising experience, I experienced certain situations such as employees arriving late or requests for paid time off. It is a very fast-paced environment and there are many aspects to remember while supervising. Supervising a department for two weeks gave me the opportunity to discover what type of leader I would be. During the two weeks, I tried to be a combination of the Numbers Oriented and People Oriented Leader. My biggest take away from the experience is that in order to be an effective leader the supervisor must have a We mentality rather than I mentality. In the long run its all about appropriately managing your time, resources, and staff. 4. Suggested Improvements Summary On average the facility hires 70 new associates per week. In preparation for peak season this number increases by 242%. Given the large amount of new employees, training is not done adequately and new employees are left with little information to start working on assigned tasks. Kohls should invest in relevant training programs for employees in this fast-paced and fiercely 5
competitive world where the hunt for talent is almost ruthless, corporate training can turn out to be a priceless asset for the company. Objectives Provide a step-by-step guide for new employees in each department Determine where to place the guide(s) within the facility Reduce amount of errors done by poorly trained associates Reduce time wasted when associates search for assistance Method For first day associate training, associates will be given a practical flow chart that details the processes they will be assigned to.
Conclusion Picking Log In Instructions Log into RF guns with given ID number. Password is the ID number. Press "CRTL T" to start task and type in PM1, PM2 or PM3 depending on the floor you are on. Arrow down to location line and scan any location. Push "CTRL S" to start picking. ERROR MESSAGES 1. If you get a "NO TASKS TO DISPLAY", check for tasks on other floors by pushing "CTRL T" and changing to PM1, PM2, or PM3 and scanning any location. Then push "CTRL S" to see if there are any picks. NOTE: DO ONE TASK AND RETURN TO YOUR ASSIGNED FLOOR AND PICK! 2. If there are no tasks on any floors then replen 5 cases only and then check for picking again. If there is no replen then find a Problem Solver or Supervisor for further instructions. 3. If you get a "SKU Not Found Task" error message: First check to see if you are at the right location. If you are in the right location and it is the wrong item then please bring up all the items in that location to the Problem Solver. If you have any questions please FIND a trainer, problem solver, or supervisor. DO NOT HESITATE TO ASK QUESTIONS! MinimumUPH is 120 Picks Per Hour average. 6
Working in a facility with a large staff, the flow charts can prove to be very beneficial for new employees during and after the training. During training, it helps associates understand the flow of the process. After they are left on their own, it serves as a reference.
Richard J. A. Talbert, Richard W. Unger Cartography in Antiquity and The Middle Ages Fresh Perspectives, New Methods Technology and Change in History 2008