Reflection – Learning Launch 

 Challenge     My Warehouse team and I , as the Planning and Logistic Manager , have the need to transform   our warehouse operations to improve material workflow , inventory accuracy and internal   customer satisfaction . The scope of this project includes to reorganize resources , optimize   warehouse layout and implement new operational processes while maintaining warehouse   current operations . This project will be executed in 12 months .     Selection     My team and I were mostly familiar with scrum project management methodology and have   little inside about design thinking . As a team we decided to use the learning launch tool to   allow us to experiment with pilots and do life test of results within the team and internal   customers .     Application     Before releasing our first pilot , all the warehouse team participate in a week - workshop of   “ Warehouse Best Practice ” to standardize criteria ’s and gain a solid knowledge base among   the team . Throughout the project we run four pilots :     Pilot 1 – Reorganization of the team based on material types   Every member of the team was assigned to manage a specific type of material ( spare parts ,   packaging , safety , etc . ) , their main goal was to learn how to manage reception from suppliers   and delivery to internal customers while being fully responsible for managing inventory . This   first pilot has two goals ( 1 ) to test the knowledge base of the team and ( 2 ) to validate this   organization workflow .     Pilot 2 – Reorganization of the team based on end customer ( suppliers or internal customers )   Not having a good result in the organizational workflow in Pilot 1 , we decided to divided the   team in two sub - teams facing only one customer . The reception team will face our suppliers ;   therefore , they were responsible for receiving materials , quality control and loading up the   inventory . The Delivery team will be facing our internal customers ( mainly operations and   maintenance teams ) , and their responsibilities will be focused on accurate picking and   discharging inventory .     Pilot 3 – change warehouse layout   Based on the learning experience of Pilot 1 & 2 , the team design and implement a new layout   of the warehouse , adding a separate door for suppliers , modifying racks positions and   defining material locations to simplify the internal flow of work .     Pilot 4 – new operational processes   Once the team consolidate the new layout on Pilot 3 , a new set of operational process were   developed and implemented , these set of processes were focus on quality control and 

 inventory accuracy with the main goal of improving customer satisfaction and reducing   reworks at the warehouse .      Insight     By applying the learning launch tool , the team have more freedom and flexibility to develop   pilots , test results , learn what works and what doesn´t , capture feedback and make   adjustments to the next pilot . The continues trial and error interactions , allow the team to   quickly identify the quick wins , expedite the learning curve , while gaining more confidence   with the new workflow of the warehouse .     Approach     Giving the limited design thinking knowledge of my team at the beginning we were not very   confident on the trail and error approach and were more oriented towards a more traditional   approach of doing all the changes at once . The learning launch tool allow all the team   members to experience the changes gradually while opening the floor for active participation   and feedback . At the end of the 12 months project our warehouse operation was fully   transform with positive results . 


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     My Warehouse team and I , as the Planning and Logistic Manager , have the need to transform   our warehouse operations to improve material workflow , inventory accuracy and internal   customer satisfaction . The scope of this project includes to reorganize resources , optimize   warehouse layout and implement new operational processes while maintaining warehouse   current operations . This project will be executed in 12 months .     Selection     My team and I were mostly familiar with scrum project management methodology and have   little inside about design thinking . As a team we decided to use the learning launch tool to   allow us to experiment with pilots and do life test of results within the team and internal   customers .     Application     Before releasing our first pilot , all the warehouse team participate in a week - workshop of   “ Warehouse Best Practice ” to standardize criteria ’s and gain a solid knowledge base among   the team . Throughout the project we run four pilots :     Pilot 1 – Reorganization of the team based on material types   Every member of the team was assigned to manage a specific type of material ( spare parts ,   packaging , safety , etc . ) , their main goal was to learn how to manage reception from suppliers   and delivery to internal customers while being fully responsible for managing inventory . This   first pilot has two goals ( 1 ) to test the knowledge base of the team and ( 2 ) to validate this   organization workflow .     Pilot 2 – Reorganization of the team based on end customer ( suppliers or internal customers )   Not having a good result in the organizational workflow in Pilot 1 , we decided to divided the   team in two sub - teams facing only one customer . The reception team will face our suppliers ;   therefore , they were responsible for receiving materials , quality control and loading up the   inventory . The Delivery team will be facing our internal customers ( mainly operations and   maintenance teams ) , and their responsibilities will be focused on accurate picking and   discharging inventory .     Pilot 3 – change warehouse layout   Based on the learning experience of Pilot 1 & 2 , the team design and implement a new layout   of the warehouse , adding a separate door for suppliers , modifying racks positions and   defining material locations to simplify the internal flow of work .     Pilot 4 – new operational processes   Once the team consolidate the new layout on Pilot 3 , a new set of operational process were   developed and implemented , these set of processes were focus on quality control and 

 inventory accuracy with the main goal of improving customer satisfaction and reducing   reworks at the warehouse .      Insight     By applying the learning launch tool , the team have more freedom and flexibility to develop   pilots , test results , learn what works and what doesn´t , capture feedback and make   adjustments to the next pilot . The continues trial and error interactions , allow the team to   quickly identify the quick wins , expedite the learning curve , while gaining more confidence   with the new workflow of the warehouse .     Approach     Giving the limited design thinking knowledge of my team at the beginning we were not very   confident on the trail and error approach and were more oriented towards a more traditional   approach of doing all the changes at once . The learning launch tool allow all the team   members to experience the changes gradually while opening the floor for active participation   and feedback . At the end of the 12 months project our warehouse operation was fully   transform with positive results .
### Output: 