Tata Power Limited : Company General Use 

 Challenge   I work at the research and development department of a petrochemical and energy company . Our ever- growing team has hit a growth stagnation point due to limited work space , where a small number of the   team constantly fell short of delivery due to conflicting experiment schedules with other members . The   team had acquired a new building with an office space , and an unprepared storage place to be converted   into a lab . Luckily , the department had a surplus that was announced mid - November which was to be   used before the end of the year . Through scouring efforts , we found a company to implement the changes ,   which had a lab furniture ready that fit our space perfectly . As soon as we thought the solution to our   stagnation problem had arrived , we faced the real problem at hand ; we needed to go through a large   corporate chain of approvals , as well as rebuilding the infrastructure of the storage area to properly   support the lab . 

 Selection   The team in charge of leading the change decided to not be discouraged , and to go ahead with the   hopes of either implementing the change , or learning what we can to further expedite the changes   down the line . Our approach was a two - part solution of visualization and learning launch . Instead of   waiting for the approval cycles and with the hopes of minimizing the iterations as they took very long ,   we worked with the service company that would implement the change , as well as communicate with   the stakeholders and approvers . 

 Application   We built visuals of the lab and the infrastructure and promptly held meetings with the approvers ahead   of the approval meetings . These iterations of impromptu meetings yielded a lot of information and   triggered the approvers to point out where they disagree without failing the approval workflow and   have us repeat the process . The suggestions were incorporated into further visual builds and further   optimized for the lab worker . While a normal approval chain can take anywhere from a month to a year ,   we managed to significantly change our design and approach to get the approvals in 2 weeks ’ time . 

 Insight   One of the most important findings of the visual iterations was knowing that the existing office space in- fact has all the necessary lab infrastructure built in , as conversations and iterations showed that it was   previously a lab turned to offices . This drastically changed the plan and the phrasing used in the   discussions . Instead of saying retrofitting , we started saying reverting back , which in comparison is a   much shorter and easier process . We also realized our real problem is not to get the change approvals ,   but finding offices for our relocated team members . 

 Approach   Our approach allowed us to better understand all the details necessary to be provided to approvers to   both expedite the process of change , as well as identify key safety parameters to be addressed in the   work to come . The work is still under progress , but the progress is much faster than the norm due to the   fast iterations of visual stimulation by building models of the lab and the infrastructure , while looking at   the “ what is ” aspect of how the building currently is . Our next step is to implement internally any parts 

 Tata Power Limited : Company General Use 

 of the change until a separate contracting approval chain is completed . This is to help set the stage for   the service company to quickly implement the changes and calibrations they need while helping them   deliver on - time . Our next step is to focus more on the learning launch , as we need to just implement   some changes and test them as part of the approval chain . 


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: Tata Power Limited : Company General Use 

 Challenge   I work at the research and development department of a petrochemical and energy company . Our ever- growing team has hit a growth stagnation point due to limited work space , where a small number of the   team constantly fell short of delivery due to conflicting experiment schedules with other members . The   team had acquired a new building with an office space , and an unprepared storage place to be converted   into a lab . Luckily , the department had a surplus that was announced mid - November which was to be   used before the end of the year . Through scouring efforts , we found a company to implement the changes ,   which had a lab furniture ready that fit our space perfectly . As soon as we thought the solution to our   stagnation problem had arrived , we faced the real problem at hand ; we needed to go through a large   corporate chain of approvals , as well as rebuilding the infrastructure of the storage area to properly   support the lab . 

 Selection   The team in charge of leading the change decided to not be discouraged , and to go ahead with the   hopes of either implementing the change , or learning what we can to further expedite the changes   down the line . Our approach was a two - part solution of visualization and learning launch . Instead of   waiting for the approval cycles and with the hopes of minimizing the iterations as they took very long ,   we worked with the service company that would implement the change , as well as communicate with   the stakeholders and approvers . 

 Application   We built visuals of the lab and the infrastructure and promptly held meetings with the approvers ahead   of the approval meetings . These iterations of impromptu meetings yielded a lot of information and   triggered the approvers to point out where they disagree without failing the approval workflow and   have us repeat the process . The suggestions were incorporated into further visual builds and further   optimized for the lab worker . While a normal approval chain can take anywhere from a month to a year ,   we managed to significantly change our design and approach to get the approvals in 2 weeks ’ time . 

 Insight   One of the most important findings of the visual iterations was knowing that the existing office space in- fact has all the necessary lab infrastructure built in , as conversations and iterations showed that it was   previously a lab turned to offices . This drastically changed the plan and the phrasing used in the   discussions . Instead of saying retrofitting , we started saying reverting back , which in comparison is a   much shorter and easier process . We also realized our real problem is not to get the change approvals ,   but finding offices for our relocated team members . 

 Approach   Our approach allowed us to better understand all the details necessary to be provided to approvers to   both expedite the process of change , as well as identify key safety parameters to be addressed in the   work to come . The work is still under progress , but the progress is much faster than the norm due to the   fast iterations of visual stimulation by building models of the lab and the infrastructure , while looking at   the “ what is ” aspect of how the building currently is . Our next step is to implement internally any parts 

 Tata Power Limited : Company General Use 

 of the change until a separate contracting approval chain is completed . This is to help set the stage for   the service company to quickly implement the changes and calibrations they need while helping them   deliver on - time . Our next step is to focus more on the learning launch , as we need to just implement   some changes and test them as part of the approval chain .
### Output: 