Challenge :     I am a member of Controller ’s Shared services organization ( CSSO ) in a Financial Services   Company leading the Data practice . We as an organization have been through Ways of   Working , which has deep roots in Lean Management principles . One of our challenges is to   provide visibility into the data relevant to the accounting close process along with the quality of   the data . The information is quite disparate and has varying level of granularity , making it   difficult to shift through all the information to be able to provide the correct insight into the   data for our customers ( Accounting Operations ) .      Selection :     Our team has gone through numerous iterations of prototyping using Lean Principles to provide   visualization to the customers on the accounting close process . However , the customers were   not as engaged and did not use the tools consistently , resulting in low morale and engagement .   So , the team decided to try the learning launch tool , to provide the customers a prototype at   the earliest , rather than waiting for full baked solution - set , there by embracing the learning   launch to ideate and prototype to get an early read and active engagement .     Application :     As our first learning launch , we focused on the mode of requirement gathering . In particular ,   the team sat down with the customers of various levels to better understand the needs as it   relates to the transparency into the accounting close process . We chose one particular area   rather than cast a wide net across all of controllers . This helped us to hone in on the specific   need of one area . Next we built a quick prototype- a visualization using Tableau report that   could drill down to the varying levels of details . We shared the report with different levels of   the customers and received instant feedback on the likes and dislikes . The team was able to   incorporate the same and turn around within couple of days . The team did one final roadshow   and received buy - in to roll out the visualization into production . As part of the roadshow , we   included other areas of the Accounting Operations teams to solicit feedback and engage early   on to receive feedback . This led to the development of   foundational framework to engage and   respond to our customers ’ needs more timely and effectively .      Our second learning launch was focused more on making data factual and tangible . To this   effect , we looked into remediating the quality of the data being received by the accounting   systems . While we have successfully built adequate data controls to identify data quality issues   prior to running the accounting processes , they are all detective controls and occur quite late in   the process . As part of the learning launch tool , we selected 25 rules that had triggered in the   last year and had caused delays in the accounting close . We then leveraged the enterprise data   lineage tool to trace all of the data hops of the data to clearly identify the failure points . We   conducted a workshop with all of the upstream data providers and the downstream data   consumers to highlight the issues and their implications . We were able to describe the need for   the quality checks upfront and get buy - in from the data providers to implement the rules at the 

 system of record , prior to the vend . In the process , we also were able get full support from our   stakeholders on the work being done around data lineage , getting to our mission of making   data more factual and tangible .      Insight :   By leveraging and applying the learning launch tool in 2 unique scenarios , our team was able to   clarify assumptions and create workable solutions that delighted our customers . Through the   process , we were able to demystify the need for a perfect solution , rather build out using an   iterative approach , which in turn resulted in delighted customers . The customers truly enjoyed   the level of engagement and saw the solution set as a continuous improvement process rather   than an end product . The CSSO team morale greatly improved as they received kudos from the   customers for timely response and effective communication .     Approach :   After being trained in Lean management principles , the team has found a great balance in using   the learning launch tool to connect better with the customers and provide solutions - set more   frequently and timely . The team is motivated and fully engaged to roll - out the learning launch   as a tool for all future customer facing solutions . 


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: Challenge :     I am a member of Controller ’s Shared services organization ( CSSO ) in a Financial Services   Company leading the Data practice . We as an organization have been through Ways of   Working , which has deep roots in Lean Management principles . One of our challenges is to   provide visibility into the data relevant to the accounting close process along with the quality of   the data . The information is quite disparate and has varying level of granularity , making it   difficult to shift through all the information to be able to provide the correct insight into the   data for our customers ( Accounting Operations ) .      Selection :     Our team has gone through numerous iterations of prototyping using Lean Principles to provide   visualization to the customers on the accounting close process . However , the customers were   not as engaged and did not use the tools consistently , resulting in low morale and engagement .   So , the team decided to try the learning launch tool , to provide the customers a prototype at   the earliest , rather than waiting for full baked solution - set , there by embracing the learning   launch to ideate and prototype to get an early read and active engagement .     Application :     As our first learning launch , we focused on the mode of requirement gathering . In particular ,   the team sat down with the customers of various levels to better understand the needs as it   relates to the transparency into the accounting close process . We chose one particular area   rather than cast a wide net across all of controllers . This helped us to hone in on the specific   need of one area . Next we built a quick prototype- a visualization using Tableau report that   could drill down to the varying levels of details . We shared the report with different levels of   the customers and received instant feedback on the likes and dislikes . The team was able to   incorporate the same and turn around within couple of days . The team did one final roadshow   and received buy - in to roll out the visualization into production . As part of the roadshow , we   included other areas of the Accounting Operations teams to solicit feedback and engage early   on to receive feedback . This led to the development of   foundational framework to engage and   respond to our customers ’ needs more timely and effectively .      Our second learning launch was focused more on making data factual and tangible . To this   effect , we looked into remediating the quality of the data being received by the accounting   systems . While we have successfully built adequate data controls to identify data quality issues   prior to running the accounting processes , they are all detective controls and occur quite late in   the process . As part of the learning launch tool , we selected 25 rules that had triggered in the   last year and had caused delays in the accounting close . We then leveraged the enterprise data   lineage tool to trace all of the data hops of the data to clearly identify the failure points . We   conducted a workshop with all of the upstream data providers and the downstream data   consumers to highlight the issues and their implications . We were able to describe the need for   the quality checks upfront and get buy - in from the data providers to implement the rules at the 

 system of record , prior to the vend . In the process , we also were able get full support from our   stakeholders on the work being done around data lineage , getting to our mission of making   data more factual and tangible .      Insight :   By leveraging and applying the learning launch tool in 2 unique scenarios , our team was able to   clarify assumptions and create workable solutions that delighted our customers . Through the   process , we were able to demystify the need for a perfect solution , rather build out using an   iterative approach , which in turn resulted in delighted customers . The customers truly enjoyed   the level of engagement and saw the solution set as a continuous improvement process rather   than an end product . The CSSO team morale greatly improved as they received kudos from the   customers for timely response and effective communication .     Approach :   After being trained in Lean management principles , the team has found a great balance in using   the learning launch tool to connect better with the customers and provide solutions - set more   frequently and timely . The team is motivated and fully engaged to roll - out the learning launch   as a tool for all future customer facing solutions .
### Output: 