Learning Launch 

 Challenge 

 I work in the engineering department of my organisation , we are responsible for the design of new   equipment that conforms to our clients particular specifications as well as complying with strict   European regulations . These constraints leave little room for innovation . 

 My current project involves designing a new version of an existing piece of equipment we have , which   our competitor already has on the market . This means that having a competitive product of our own   manufacture available ASAP is critical to ensure that we get our market share . Our main manufacturing   facility is not in an English speaking country and is in a time zone 7 hours off our own , so interacting   can be a challenge . 

 Selection 

 I have selected the Learning Launch Tool ( video 3 by Leon Kohl in week 4 ) as it fits well into our   organisation . We need to work quickly to keep ahead of our competitor , this means we have a limited   period for prototyping and field testing before a product is rolled out . Involving all stakeholders and   obtaining and working with facts is essential which is the core of the Learning Launch Tool . 

 Application 

 The small team I have selected includes a representative from manufacturing , marketing , warranty   and customer service agents . These departments are involved from product manufacture up to end- of - life . 

 Our first learning launch focused on comparing the client specifications to our existing product , we   needed to see if our current product ( which had already proven itself ) could be converted for the   required application . This exercise made it clear that we needed to come up with a new concept , while   retaining components which have proved to outperform and outlast those of our competitor . All   departments were tasked with fact - finding missions : 

 Manufacturing investigated mechanical and electrical challenges encountered during the   assembly process , we hoped that this would enable us to eliminate assembly errors and   streamline the manufacture process . 

 Marketing was tasked with contacting a sample group of end users in various countries , this   would enable us to identify issues that users encountered related to the use and cleaning of   the equipment under various operating conditions . 

 The warranty department investigated warranty claims on our existing product to identify   things like common component failures and frequency of any common failures . 

 Customer service contacted field service agents so that we could get insight into challenges   faced on our existing product . This would include the ease of installation and servicing after   equipment is installed in the field . 

 Our second learning launch was held after all data was collated . Using mind - mapping we identified   both weaknesses and strengths in our existing product and assembly drawings . Focusing on the   strengths , we sketched up a radically new prototype design which would reduce assembly time , make   all serviceable components easier to access and possibly improve energy efficiency . Few weaknesses   remained after this , those that did could be dealt with by minor mechanical modifications or   component upgrades . 

 Insight 

 Involving all departments and utilising the Learning Launch Tool , allowed the engineering department   to identify and improve on weaknesses in our current product . By addressing these , with some   solutions as simple as changing the orientation of a component , I believe that we can greatly improve   the quality and reliability of our future products which is crucial for our clients and our business . 

 All departments appreciated being involved in the design process , with some unexpected ideas and   insight from various departments . Instead of just being told what needed to be done , being involved   in the process also made my colleagues feel proud with what we have achieved . 

 Approach 

 I believe that the Learning Launch Tool is ideal for our organisation considering our schedule from   design to roll - out . We can not work with assumptions as our equipment needs to pass testing by our   clients , if we ca n’t base designs on facts our roll - outs would be delayed which would impact the overall   profitability of the business . 

 What I would change next time is to involve engineering and manufacturing colleagues from our main   manufacturing facility . This could allow us to explore more design and assembly improvements , and   will give them more insight into the use and maintenance requirements of our equipment which they   are normally not privy to . 


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: Learning Launch 

 Challenge 

 I work in the engineering department of my organisation , we are responsible for the design of new   equipment that conforms to our clients particular specifications as well as complying with strict   European regulations . These constraints leave little room for innovation . 

 My current project involves designing a new version of an existing piece of equipment we have , which   our competitor already has on the market . This means that having a competitive product of our own   manufacture available ASAP is critical to ensure that we get our market share . Our main manufacturing   facility is not in an English speaking country and is in a time zone 7 hours off our own , so interacting   can be a challenge . 

 Selection 

 I have selected the Learning Launch Tool ( video 3 by Leon Kohl in week 4 ) as it fits well into our   organisation . We need to work quickly to keep ahead of our competitor , this means we have a limited   period for prototyping and field testing before a product is rolled out . Involving all stakeholders and   obtaining and working with facts is essential which is the core of the Learning Launch Tool . 

 Application 

 The small team I have selected includes a representative from manufacturing , marketing , warranty   and customer service agents . These departments are involved from product manufacture up to end- of - life . 

 Our first learning launch focused on comparing the client specifications to our existing product , we   needed to see if our current product ( which had already proven itself ) could be converted for the   required application . This exercise made it clear that we needed to come up with a new concept , while   retaining components which have proved to outperform and outlast those of our competitor . All   departments were tasked with fact - finding missions : 

 Manufacturing investigated mechanical and electrical challenges encountered during the   assembly process , we hoped that this would enable us to eliminate assembly errors and   streamline the manufacture process . 

 Marketing was tasked with contacting a sample group of end users in various countries , this   would enable us to identify issues that users encountered related to the use and cleaning of   the equipment under various operating conditions . 

 The warranty department investigated warranty claims on our existing product to identify   things like common component failures and frequency of any common failures . 

 Customer service contacted field service agents so that we could get insight into challenges   faced on our existing product . This would include the ease of installation and servicing after   equipment is installed in the field . 

 Our second learning launch was held after all data was collated . Using mind - mapping we identified   both weaknesses and strengths in our existing product and assembly drawings . Focusing on the   strengths , we sketched up a radically new prototype design which would reduce assembly time , make   all serviceable components easier to access and possibly improve energy efficiency . Few weaknesses   remained after this , those that did could be dealt with by minor mechanical modifications or   component upgrades . 

 Insight 

 Involving all departments and utilising the Learning Launch Tool , allowed the engineering department   to identify and improve on weaknesses in our current product . By addressing these , with some   solutions as simple as changing the orientation of a component , I believe that we can greatly improve   the quality and reliability of our future products which is crucial for our clients and our business . 

 All departments appreciated being involved in the design process , with some unexpected ideas and   insight from various departments . Instead of just being told what needed to be done , being involved   in the process also made my colleagues feel proud with what we have achieved . 

 Approach 

 I believe that the Learning Launch Tool is ideal for our organisation considering our schedule from   design to roll - out . We can not work with assumptions as our equipment needs to pass testing by our   clients , if we ca n’t base designs on facts our roll - outs would be delayed which would impact the overall   profitability of the business . 

 What I would change next time is to involve engineering and manufacturing colleagues from our main   manufacturing facility . This could allow us to explore more design and assembly improvements , and   will give them more insight into the use and maintenance requirements of our equipment which they   are normally not privy to .
### Output: 