As part of the innovative product implementation ,   a new system   ( LIMS )   needed to be implemented to support the quality insurance department .    The system should meet the specific requirements of an innovative product but   also in future replace about 60 local LIMS solutions for conventional products .   All in one platform , modern , user friendly , connected to the laboratory   instruments and other systems in the company .    The true challenge was not to   build the system but align or define the   business   processes . All in the very limited timeframe , as the first commercial production   run of this innovative product was scheduled in 8 months , and system was   expected to be in place . 

 Challenge 

 Selection 

 Learning Launch 

 The project team , composed by the business and IT experts ,   has selected the   out - of - shelf tool   and originally was planning to use the expertise of the 3   business analysts to build integrated business processes and define the   necessary system adaptation . After design thinking session a learning launches   were proposed   as the preparatory phase and input for the project team before   any execution . 

 Application   The approach for learning divided   by phases : 

  Phase 1 :    leverage on the existing experience of the conventional 

 product to design the processes   and common tool 

  Phase 2 :   understand the specific   innovative   product needs 

 For the very first learning launch , the R&D central   laboratory ( the biggest ,   closest location )   and 8 factory laboratories were selected for interviewing   about the current processes and LIMS solutions : current process , , designed   workflows , pain points , etc .   The data were collected   in 3 stages :   questionnaires filled by laboratory supervisors ,    interviewing the laboratory   staff , to finish with web conference showing the result and opening further   discussions and alignment between participants .        Based on the input the aligned business process and new system was developed   and successfully implemented in the R&D central laboratory for conventional   products , as a proof of concept . 

 PAGE 2   LERANING LAUNCH 

 Insight 

 For the second learning launch , with the R&D central   laboratory the processes   for the innovative product were defined   and implemented in the new LIMS   solution .   After the successful prototype the   solution was copied to the factory laboratory   of innovative product . And the tool was rejected by local team   as unusable in   the factory environment .      The third learning launch was immediately triggered in the factory laboratory to   understand the issues . 

 In the first phase , by applying the learning launch tool , the team could verify the   team assumptions with the feedbacks of the laboratories , understand the real   needs of the users and re - design the current conventional processes to reflect   the reality in the labs .      In the second phase , the assumption that new products are not much different   than for conventional products were confirmed . What was different was   the   steps in quality controls and the instruments used for the measurements . This   allowed to leverage on the existing expertise in the company and quickly build a   prototype .        The third learning launch allowed a confirmation that the tool is not a problem ,   but the procedures defined by R&D were not possible to implement in factory   realities . As the result the dedicated team was assembled to build the set of   procedures applicable for central and local laboratories . 

 The tool selection and approach to build the prototype was correct .    Anyhow , despite in the first launch the team was selected correctly ( mix of the   central and local laboratories   representatives ) , in a second learning launch only   central laboratory was interviewed .     If the representatives of both types of   laboratories were present , the first prototype for innovative product will be in   use in the factory as of first version and allow to save 3 months on   implementation . 

 Approach 


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: As part of the innovative product implementation ,   a new system   ( LIMS )   needed to be implemented to support the quality insurance department .    The system should meet the specific requirements of an innovative product but   also in future replace about 60 local LIMS solutions for conventional products .   All in one platform , modern , user friendly , connected to the laboratory   instruments and other systems in the company .    The true challenge was not to   build the system but align or define the   business   processes . All in the very limited timeframe , as the first commercial production   run of this innovative product was scheduled in 8 months , and system was   expected to be in place . 

 Challenge 

 Selection 

 Learning Launch 

 The project team , composed by the business and IT experts ,   has selected the   out - of - shelf tool   and originally was planning to use the expertise of the 3   business analysts to build integrated business processes and define the   necessary system adaptation . After design thinking session a learning launches   were proposed   as the preparatory phase and input for the project team before   any execution . 

 Application   The approach for learning divided   by phases : 

  Phase 1 :    leverage on the existing experience of the conventional 

 product to design the processes   and common tool 

  Phase 2 :   understand the specific   innovative   product needs 

 For the very first learning launch , the R&D central   laboratory ( the biggest ,   closest location )   and 8 factory laboratories were selected for interviewing   about the current processes and LIMS solutions : current process , , designed   workflows , pain points , etc .   The data were collected   in 3 stages :   questionnaires filled by laboratory supervisors ,    interviewing the laboratory   staff , to finish with web conference showing the result and opening further   discussions and alignment between participants .        Based on the input the aligned business process and new system was developed   and successfully implemented in the R&D central laboratory for conventional   products , as a proof of concept . 

 PAGE 2   LERANING LAUNCH 

 Insight 

 For the second learning launch , with the R&D central   laboratory the processes   for the innovative product were defined   and implemented in the new LIMS   solution .   After the successful prototype the   solution was copied to the factory laboratory   of innovative product . And the tool was rejected by local team   as unusable in   the factory environment .      The third learning launch was immediately triggered in the factory laboratory to   understand the issues . 

 In the first phase , by applying the learning launch tool , the team could verify the   team assumptions with the feedbacks of the laboratories , understand the real   needs of the users and re - design the current conventional processes to reflect   the reality in the labs .      In the second phase , the assumption that new products are not much different   than for conventional products were confirmed . What was different was   the   steps in quality controls and the instruments used for the measurements . This   allowed to leverage on the existing expertise in the company and quickly build a   prototype .        The third learning launch allowed a confirmation that the tool is not a problem ,   but the procedures defined by R&D were not possible to implement in factory   realities . As the result the dedicated team was assembled to build the set of   procedures applicable for central and local laboratories . 

 The tool selection and approach to build the prototype was correct .    Anyhow , despite in the first launch the team was selected correctly ( mix of the   central and local laboratories   representatives ) , in a second learning launch only   central laboratory was interviewed .     If the representatives of both types of   laboratories were present , the first prototype for innovative product will be in   use in the factory as of first version and allow to save 3 months on   implementation . 

 Approach
### Output: 