Reflection – Learning Launch 

 Challenge 

 As an operations manager responsible for process improvement , I had a challenge to not only   improve product quality , but also reduce the cost of production . The scope of the project   included producing premium quality product , which apart from increasing customer   satisfaction would make it possible to charge a premium price to the end customers . The   options to improving quality included using only the existing machinery with minor   modifications allowed within a tight budget . The other big challenge was the huge cost of   failure . The products are very costly , and experimentation must be limited to few batches of   production . The project also involved feedback and acknowledgement from the entire value   chain including the key supporting functions . 

 Selection 

 The learning launch was crucial because the cost of failure was high . Our production and quality   team had numerous idea generation and mind mapping sessions . Sudden process changes   could have had de - stabilizing effect . Resources included inputs from industry experts ,   experienced professionals , research papers and results from previously documented   experiments . Several years of machine data and failure modes were analysed . After rigorous   brainstorming sessions , the team finalized the parameters that were to be experimented with . 

 Application 

 For the first learning launch our focus was on attempting a successful production of the product   with the changed parameters . Documents ( trial plans ) were released and communicated across   the value chain . There was a possibility of full failure with the new setting of the system . Two   batches of production were tried . The trial was conducted in the presence of stakeholder   representatives . The processes and results were documented , analysed , and discussed with the   entire team . Feedback from the core operations team was incorporated . 

 The second learning launch was based upon the observations from the first trial . Revised trial   plans were communicated to all stakeholders . This time the trial was conducted over multiple   batches of production . This time the product was passed on to the next link of the value chain   and the quality and performance of the product till the end users was tracked . 

 More trials were conducted with various operations team . Following the success of the trials ,   the optimal combination of operating parameters was finalized , and the standard operating   practices were updated . The product produced from the trial process was added to the   premium product category . 

 Insights 

 The learning launch tool helped the team make incremental decisions about the parameters to   be tried . Instead of failing big , we were able to take immediate course correction after each   trial . This led to low cost of experimentation . By having to revisit every parameter combination ,   we were able to identify patterns and co - relations between the machine data during   production and the resulting quality of the products . By involving all the stakeholders during 

 the learning launch , we were able to buy - in the approval of senior leadership . The systematic   approach of the learning launch was helpful in forming prioritization rules and action plan for   further experimentation 

 Approach 

 The team ’s focus was on identifying opportunities of improvement within the existing set up ,   without having to make drastic changes that could hamper productivity . Since the cost of   experimentation was significant , the team focused on planning the trials during low sales   seasons . 

 The many combinations tried during the learning launches were documented and kept for   future references . Insights gained through the processes would pave way for continual process   and quality improvements . 


EMAIL: 
ID_NUM: 
NAME_STUDENT: 
PHONE_NUM: 
STREET_ADDRESS: 
URL_PERSONAL: 
USERNAME: 

### Task: You are a PII (Personal Identity Information) Detection. Given a essays written by students, you have to identify ONLY the following:
NAME_STUDENT - The full or partial name of a student that is not necessarily the author of the essay. This excludes instructors, authors, and other person names.
EMAIL - A student’s email address.
USERNAME - A student's username on any platform.
ID_NUM - A number or sequence of characters that could be used to identify a student, such as a student ID or a social security number.
PHONE_NUM - A phone number associated with a student.
URL_PERSONAL - A URL that might be used to identify a student.
STREET_ADDRESS - A full or partial street address that is associated with the student, such as their home address.
### Input: Reflection – Learning Launch 

 Challenge 

 As an operations manager responsible for process improvement , I had a challenge to not only   improve product quality , but also reduce the cost of production . The scope of the project   included producing premium quality product , which apart from increasing customer   satisfaction would make it possible to charge a premium price to the end customers . The   options to improving quality included using only the existing machinery with minor   modifications allowed within a tight budget . The other big challenge was the huge cost of   failure . The products are very costly , and experimentation must be limited to few batches of   production . The project also involved feedback and acknowledgement from the entire value   chain including the key supporting functions . 

 Selection 

 The learning launch was crucial because the cost of failure was high . Our production and quality   team had numerous idea generation and mind mapping sessions . Sudden process changes   could have had de - stabilizing effect . Resources included inputs from industry experts ,   experienced professionals , research papers and results from previously documented   experiments . Several years of machine data and failure modes were analysed . After rigorous   brainstorming sessions , the team finalized the parameters that were to be experimented with . 

 Application 

 For the first learning launch our focus was on attempting a successful production of the product   with the changed parameters . Documents ( trial plans ) were released and communicated across   the value chain . There was a possibility of full failure with the new setting of the system . Two   batches of production were tried . The trial was conducted in the presence of stakeholder   representatives . The processes and results were documented , analysed , and discussed with the   entire team . Feedback from the core operations team was incorporated . 

 The second learning launch was based upon the observations from the first trial . Revised trial   plans were communicated to all stakeholders . This time the trial was conducted over multiple   batches of production . This time the product was passed on to the next link of the value chain   and the quality and performance of the product till the end users was tracked . 

 More trials were conducted with various operations team . Following the success of the trials ,   the optimal combination of operating parameters was finalized , and the standard operating   practices were updated . The product produced from the trial process was added to the   premium product category . 

 Insights 

 The learning launch tool helped the team make incremental decisions about the parameters to   be tried . Instead of failing big , we were able to take immediate course correction after each   trial . This led to low cost of experimentation . By having to revisit every parameter combination ,   we were able to identify patterns and co - relations between the machine data during   production and the resulting quality of the products . By involving all the stakeholders during 

 the learning launch , we were able to buy - in the approval of senior leadership . The systematic   approach of the learning launch was helpful in forming prioritization rules and action plan for   further experimentation 

 Approach 

 The team ’s focus was on identifying opportunities of improvement within the existing set up ,   without having to make drastic changes that could hamper productivity . Since the cost of   experimentation was significant , the team focused on planning the trials during low sales   seasons . 

 The many combinations tried during the learning launches were documented and kept for   future references . Insights gained through the processes would pave way for continual process   and quality improvements .
### Output: 