Challenge 

 As the Operations Manager , my challenge was to offer additional access to sleep study procedures in   response to the COVID-19 pandemic . We had closed our Sleep Lab to gather the necessary resources and   stand - up new processes to safely resume services at our facility . This was an approach taken by most   organizations during this time . However , this course of action would knowingly create ambiguous delays and   increase safety concerns for patients currently at - risk of sleep disordered breathing . The project scope   included : product testing / selection , information technology risk analysis , vendor legal agreements ,   procurement , supply chain management , workflow design , staff training , and marketing . However , internal   resources were extremely limited ( i.e. , timeline , budget , staff ) . We needed to offer access to as much of our   patient population as possible within the next two weeks to mitigate disruptions in care . 

 Selection 

 The Learning Launch tool was utilized to quickly determine if a disposable at home sleep test product would   generate quality and affordable , non - contact sleep study procedures for patients at the start of the COVID-19   pandemic . The essence of the Learning Launch tool is to learn . It ’s a carefully designed learning experiment   that can be conducted with high economic efficiency in limited timespans . This is significant because it allows   the gathering of data to determine if an idea has enough value to warrant further examination and allocation   of additional resources ( i.e. , timeline , budget , staff ) . 

 Application 

 I function within a Mochi Milk , myself and the Sleep Lab ’s Medical Director applied the Learning Launch   tool by first immersing ourselves in market research to investigate solutions for serving patients while the   facility was closed . We then generated the idea of adding a disposable at home sleep test product to our   services that would center around the strategy of eliminating contact while continuing to provide care . What   we did n’t know was the product ’s ease - of - use . I organized a virtual demonstration of the product between us   and the vendor sales representative to further articulate this information . 

 In the meeting we focused on gaining knowledge for the hardware and software functionality to determine   how user - friendly the product appeared . Given our limited resources we would be the primary team   members operating the system until further team members were returned to work . We felt comfortable with   the patient reviews , system capabilities , and overall anticipated experience to move forward with testing a   device . We simultaneously initiated the information technology risk analysis to confirm the product met all   security standards . 

 Our Medical Director agreed to personally test the equipment to obtain the patient - perspective . She received   the device by mail and was able to perform the recording without complications . The next day we were able   to download and review the at home collected study on our facility computer system , without requiring   return of device or any physical contact . This concluded that the selected product could provide the solution   we were seeking . 

 We began processing vendor legal agreements while diving into the remaining training materials and starting   the workflow design . We learned about gaps in applying the training materials to scoring the studies and   developed our own algorithm to offer greater clarity for future staff training . Once the vendor legal   agreements were completed , we added the product to our supply chain management system and placed our   first shipment of supplies . 

 Our Medical Director conducted video visits with our first few patients to receive the new devices . The at   home disposable sleep test unit connects to an App on a smart device , such as a tablet or mobile phone . This   required all patients to attest to their competency with the technology involved before the test was ordered .   Once the test was ordered we obtained prior authorization for coverage of patient ’s insurance . Then all the   necessary materials were packaged and sent directly to the patient ’s home with a prefilled return envelope   to receive all necessary paperwork . 

 Following the roll - out to actual customers we discovered that many were not returning the paperwork post- test . Therefore , we refined and improved the workflow by creating our own electronic consent to be   delivered via email , prior to shipment of the device , and instructed patients to return images of completed   paperwork to the thread following their recording . This significantly increased the success rate of receiving   post - test paperwork that supported interpretation of test results . 

 Insight 

 By applying the Learning Launch tool , our team was able to rapidly engage stakeholders in the creation ,   design , and testing of the product . We assumed this new technology would offer a contactless way of   providing care to our patients while the lab was closed and would continue to be scalable after reopening .   We tested this hypothesis and worked through results . Our actual results showed significant success while   the lab remained closed . However , after reopening we had a substantial number of patients go through the   entire process of receiving their devices but later deciding to postpone or fail to complete their recordings .   This led to us scale back and require further revision for improvement before moving forward again . This   experience instilled the understanding that the stages of design thinking are not always sequential . They ca   be run in parallel , out of order , and are frequently repeated in an iterative manner . 

 Approach 

 Given the context we were in at the beginning of the pandemic the learning launch tool was appropriate .   Now that our timeline resource has improved , another useful tool would be Mind Mapping . This would help   us look for patterns and themes in the data we ’ve collected from our first launch to expand more creative   solutions for the scale design challenge . Additionally , our team needs to review the insights gained from our   first launch and incorporate these into future launch designs . 


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: Challenge 

 As the Operations Manager , my challenge was to offer additional access to sleep study procedures in   response to the COVID-19 pandemic . We had closed our Sleep Lab to gather the necessary resources and   stand - up new processes to safely resume services at our facility . This was an approach taken by most   organizations during this time . However , this course of action would knowingly create ambiguous delays and   increase safety concerns for patients currently at - risk of sleep disordered breathing . The project scope   included : product testing / selection , information technology risk analysis , vendor legal agreements ,   procurement , supply chain management , workflow design , staff training , and marketing . However , internal   resources were extremely limited ( i.e. , timeline , budget , staff ) . We needed to offer access to as much of our   patient population as possible within the next two weeks to mitigate disruptions in care . 

 Selection 

 The Learning Launch tool was utilized to quickly determine if a disposable at home sleep test product would   generate quality and affordable , non - contact sleep study procedures for patients at the start of the COVID-19   pandemic . The essence of the Learning Launch tool is to learn . It ’s a carefully designed learning experiment   that can be conducted with high economic efficiency in limited timespans . This is significant because it allows   the gathering of data to determine if an idea has enough value to warrant further examination and allocation   of additional resources ( i.e. , timeline , budget , staff ) . 

 Application 

 I function within a Mochi Milk , myself and the Sleep Lab ’s Medical Director applied the Learning Launch   tool by first immersing ourselves in market research to investigate solutions for serving patients while the   facility was closed . We then generated the idea of adding a disposable at home sleep test product to our   services that would center around the strategy of eliminating contact while continuing to provide care . What   we did n’t know was the product ’s ease - of - use . I organized a virtual demonstration of the product between us   and the vendor sales representative to further articulate this information . 

 In the meeting we focused on gaining knowledge for the hardware and software functionality to determine   how user - friendly the product appeared . Given our limited resources we would be the primary team   members operating the system until further team members were returned to work . We felt comfortable with   the patient reviews , system capabilities , and overall anticipated experience to move forward with testing a   device . We simultaneously initiated the information technology risk analysis to confirm the product met all   security standards . 

 Our Medical Director agreed to personally test the equipment to obtain the patient - perspective . She received   the device by mail and was able to perform the recording without complications . The next day we were able   to download and review the at home collected study on our facility computer system , without requiring   return of device or any physical contact . This concluded that the selected product could provide the solution   we were seeking . 

 We began processing vendor legal agreements while diving into the remaining training materials and starting   the workflow design . We learned about gaps in applying the training materials to scoring the studies and   developed our own algorithm to offer greater clarity for future staff training . Once the vendor legal   agreements were completed , we added the product to our supply chain management system and placed our   first shipment of supplies . 

 Our Medical Director conducted video visits with our first few patients to receive the new devices . The at   home disposable sleep test unit connects to an App on a smart device , such as a tablet or mobile phone . This   required all patients to attest to their competency with the technology involved before the test was ordered .   Once the test was ordered we obtained prior authorization for coverage of patient ’s insurance . Then all the   necessary materials were packaged and sent directly to the patient ’s home with a prefilled return envelope   to receive all necessary paperwork . 

 Following the roll - out to actual customers we discovered that many were not returning the paperwork post- test . Therefore , we refined and improved the workflow by creating our own electronic consent to be   delivered via email , prior to shipment of the device , and instructed patients to return images of completed   paperwork to the thread following their recording . This significantly increased the success rate of receiving   post - test paperwork that supported interpretation of test results . 

 Insight 

 By applying the Learning Launch tool , our team was able to rapidly engage stakeholders in the creation ,   design , and testing of the product . We assumed this new technology would offer a contactless way of   providing care to our patients while the lab was closed and would continue to be scalable after reopening .   We tested this hypothesis and worked through results . Our actual results showed significant success while   the lab remained closed . However , after reopening we had a substantial number of patients go through the   entire process of receiving their devices but later deciding to postpone or fail to complete their recordings .   This led to us scale back and require further revision for improvement before moving forward again . This   experience instilled the understanding that the stages of design thinking are not always sequential . They ca   be run in parallel , out of order , and are frequently repeated in an iterative manner . 

 Approach 

 Given the context we were in at the beginning of the pandemic the learning launch tool was appropriate .   Now that our timeline resource has improved , another useful tool would be Mind Mapping . This would help   us look for patterns and themes in the data we ’ve collected from our first launch to expand more creative   solutions for the scale design challenge . Additionally , our team needs to review the insights gained from our   first launch and incorporate these into future launch designs .
### Output: 