Daniel

Reflection – Learning Launch

Challenge

Hello Thinkers! I’m a member of my organization’s identification operations

department and our challenge is to improve our flow of production processes in

order to have greater use and yield for delivery to the customer.

Our production format has a series of procedures, where we operate with a

division of activities on a rotating basis, with approximately three operators.

The work is limited, we must create a solution to increase our production quantity

until a specific time, after the end of the priority we have already planned for

tomorrow in the best possible way.

Selection

Our team has undergone several changes using some design thinking tools. We

are open to developing a more agile and effective delivery for both ourselves and

the customer. In general terms, the launch of learning is something prepared for

us to prepare ourselves in the best accepted model of work format, in our case;

productive.

Application

Our first learning launch experience, we based on the priority tasks of executing

our production process. In the best way, we wanted to see if we could structure

our tasks and processes to adapt the methods of managing Scrum projects to

our work (for example, meetings , revisions, etc.), in an effort to become more

agile. This tested our assumption that structure and execution were the main

causes of our workflow challenge. Our manager guided our work team in such a

way that each employee has greater agility in each process, so he structured time

management as well as the management of Scrum projects. Then, we went

through a meeting and execution of ideas to structure our tasks and processes in

a more agile way. These meetings take place every fifteen days, to measure our

results and model new ideas. We expected to produce a document with a clear

description of our new, more streamlined processes / workflows.

In our second learning launch, we focused on getting clarity about our tasks and

priorities. In addition, our exchange of experience with other units and exchange

of learnings meant that the routine and workflows and production were readapted

according to demand.

Insight

When applying the learning start tool, our team identified our hypotheses and

designed solutions to test. In addition, we thought about the expected results,

discovering that a more agile approach would improve our productive workflow

and that our team and the main stakeholders would be quite open to the new

prioritization of tasks and processes. Our real results were a little different than

we anticipated: while our team was open and motivated to prioritize tasks and

processes, the main stakeholders in the operations and quality department

rethought new production formats. Our team will soon review this insight and

incorporate it into future release projects. The course the incorporation of insight

is particularly important at this stage, as the launches happen before a complete

deployment in the design thinking timeline.

Approach

Thinking about the results of our team that has gone through some design

thinking activities and tools and is currently stage in the timeline, the launch of

learning is the appropriate tool putting together a complete format with storytelling

and visualization. As mentioned earlier, our team need to review the data

obtained and bottom-up results in our first two launches and incorporate them in

the future where we will reflect the knowledge acquired, the progress made and

approach  attractive solution always ready for innovation and bring better delivery.

