WEEK 5 : FINAL ASSIGNMENT 

 LEARNING LAUNCHING 

 Jose Martinez 

 THE CHALLENGE 

 Starting to lead an industrial maintenance team to ensure the reliability of a growing chain of NGV service   stations , I received some concerns about a variety of topics from our main customer , the Operational   Team that develop the sales 24 hrs of fuel from Monday to Monday , many of them related to failure   incidence and response times . From the Human Resources side , the pain was about the high cost of Extra   Hours reported in the past months . Getting into the feeling and perception of the Maintenance Technical   Team , the main disconformity was about the intensive use on Extra Hours , taking a lot of their family time   to extend laboring days and solve many operational issues .     After few weeks observing the dynamic of the Maintenance Team , I noticed the evident contradiction of   giving a 8 hours maintenance service for a 24 hours operations . Basically , any failure or need reported in   any station out of the daytime schedule was generating longer response times and extra labor time , with   no option to hire employees to take 3 shifting turns to cover 24 hours every day like the Operations Team   does . The collaborators felt exhaust and frustrated . 

 THE SELECTION 

 In a weekly team meeting , we had an idea . Every week one technician has the “ Guardian Role ” , doings   his tasks during the day and taking service calls during the night . What if that technician does his role   during the night ? It looked like a great idea , but there were some doubts about the activities he could   accomplish and the perception of one man ( and vehicle ) less during the day .     It was hard to align every different opinion and get a total consensus . We felt we would n't find the perfect   strategy at the first shoot . But one thing we could agree : we need to test the idea . So , we tried the   “ Launching Learning ” convinced that we were going find some difficulties that we could fix by making   some changes , or at less we could prove if that idea was good enough or not . 

 THE APPLICATION 

 It was clear that our idea had to accomplish our customers ’ pains : response times / failure incidence /   extra labor time costs . We could track those parameters weekly and get some conclusions in about a   month . If the results are good , the idea could keep going on . We defined a weekly schedule for the   “ Guardian Role ” during night hours focused on specific activities to prevent the recurrent failures in the   more important service stations , trying to keep a complete set of tools and replacements to reduce   dependency of the warehouse ( closed at night ) . We also decided to cover the main sales being on the   stations during the “ peak hours ” when we have the highest quantity of users , near midnight . Being there ,   if any failure occurs we could attack very fast .      During the next weeks we found some aspects related to the execution of the plan . Mobility issues during   night , lightning needs and the adoptions of a new way to perform the technicians ’ activities , more   focused on recurrent failures and predictive analysis , the supervision and reporting of the job done …   those were some of the first barriers . But we hit the key performance indicators positively and decided to   continue but making some changes that even implicate re - define some parts of the general schedule of   the Maintenance Plans and take the time to show more clearly to the technicians the goals and   differences of this new methods and activities , and de benefits of adopting this strategy .      Nowadays , we are running our first three - month period . We still strive adapting the new “ guardian role ”   to some specific situations , when we have special missions that reduce temporarily the work force , but it   seems we ’ll close this trimester reducing the pains that motivated these ideas . 

 THE INSIGHT 

 At the begging I had a strongly motivation to get “ fast and cheap experiments ” or tries of our ideas , and   effectively , we confirmed that we can improve those valuable things that our customers were asking for …   but the thing I did n’t se before is that the executions will take a longer time to be improved . That ’s one   thing to keep in mind from the very beginning . I caught myself with this “ bias ” trying to confirm fast my   hypothesis , and it toke some effort to realize it and mend it . But when you keep an opened mind and a   flexible attitude , there ’s a chance for learning and improving over the wave . 

 THE APPROACH 

 I think I would rather the same tool … but there should be a way to walk this path in a more organic way .   Testing fast and cheap is ok but changing minds and stablishing new behaviors can take more time and   effort . Getting the engagement of all the work force and change some habits are the next step of   difficulties when you depend intensively on your human talents to stablish new strategies . So , the method   of “ Learning Launching ” is only a tool in a longer path of generating disrupting ideas , making innovations   and specially “ landing ” them into consistent practices . There is the place and moment when you ’ll need   your whole set of skills . 


EMAIL: 
ID_NUM: 
NAME_STUDENT: Jose Martinez
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: WEEK 5 : FINAL ASSIGNMENT 

 LEARNING LAUNCHING 

 Jose Martinez 

 THE CHALLENGE 

 Starting to lead an industrial maintenance team to ensure the reliability of a growing chain of NGV service   stations , I received some concerns about a variety of topics from our main customer , the Operational   Team that develop the sales 24 hrs of fuel from Monday to Monday , many of them related to failure   incidence and response times . From the Human Resources side , the pain was about the high cost of Extra   Hours reported in the past months . Getting into the feeling and perception of the Maintenance Technical   Team , the main disconformity was about the intensive use on Extra Hours , taking a lot of their family time   to extend laboring days and solve many operational issues .     After few weeks observing the dynamic of the Maintenance Team , I noticed the evident contradiction of   giving a 8 hours maintenance service for a 24 hours operations . Basically , any failure or need reported in   any station out of the daytime schedule was generating longer response times and extra labor time , with   no option to hire employees to take 3 shifting turns to cover 24 hours every day like the Operations Team   does . The collaborators felt exhaust and frustrated . 

 THE SELECTION 

 In a weekly team meeting , we had an idea . Every week one technician has the “ Guardian Role ” , doings   his tasks during the day and taking service calls during the night . What if that technician does his role   during the night ? It looked like a great idea , but there were some doubts about the activities he could   accomplish and the perception of one man ( and vehicle ) less during the day .     It was hard to align every different opinion and get a total consensus . We felt we would n't find the perfect   strategy at the first shoot . But one thing we could agree : we need to test the idea . So , we tried the   “ Launching Learning ” convinced that we were going find some difficulties that we could fix by making   some changes , or at less we could prove if that idea was good enough or not . 

 THE APPLICATION 

 It was clear that our idea had to accomplish our customers ’ pains : response times / failure incidence /   extra labor time costs . We could track those parameters weekly and get some conclusions in about a   month . If the results are good , the idea could keep going on . We defined a weekly schedule for the   “ Guardian Role ” during night hours focused on specific activities to prevent the recurrent failures in the   more important service stations , trying to keep a complete set of tools and replacements to reduce   dependency of the warehouse ( closed at night ) . We also decided to cover the main sales being on the   stations during the “ peak hours ” when we have the highest quantity of users , near midnight . Being there ,   if any failure occurs we could attack very fast .      During the next weeks we found some aspects related to the execution of the plan . Mobility issues during   night , lightning needs and the adoptions of a new way to perform the technicians ’ activities , more   focused on recurrent failures and predictive analysis , the supervision and reporting of the job done …   those were some of the first barriers . But we hit the key performance indicators positively and decided to   continue but making some changes that even implicate re - define some parts of the general schedule of   the Maintenance Plans and take the time to show more clearly to the technicians the goals and   differences of this new methods and activities , and de benefits of adopting this strategy .      Nowadays , we are running our first three - month period . We still strive adapting the new “ guardian role ”   to some specific situations , when we have special missions that reduce temporarily the work force , but it   seems we ’ll close this trimester reducing the pains that motivated these ideas . 

 THE INSIGHT 

 At the begging I had a strongly motivation to get “ fast and cheap experiments ” or tries of our ideas , and   effectively , we confirmed that we can improve those valuable things that our customers were asking for …   but the thing I did n’t se before is that the executions will take a longer time to be improved . That ’s one   thing to keep in mind from the very beginning . I caught myself with this “ bias ” trying to confirm fast my   hypothesis , and it toke some effort to realize it and mend it . But when you keep an opened mind and a   flexible attitude , there ’s a chance for learning and improving over the wave . 

 THE APPROACH 

 I think I would rather the same tool … but there should be a way to walk this path in a more organic way .   Testing fast and cheap is ok but changing minds and stablishing new behaviors can take more time and   effort . Getting the engagement of all the work force and change some habits are the next step of   difficulties when you depend intensively on your human talents to stablish new strategies . So , the method   of “ Learning Launching ” is only a tool in a longer path of generating disrupting ideas , making innovations   and specially “ landing ” them into consistent practices . There is the place and moment when you ’ll need   your whole set of skills .
### Output: 