TIMELINE
Six sprints of one week each.
TIMELINE
Six sprints of one week each.
TIMELINE
Six sprints of one week each.
THE CHALLENGE
How to implement a technology that will impact the work routine of 30,000 collaborators
With a structure of three integrated distribution centers, it is clear the volume of products in daily transit. Therefore, processes need to be agile, run on a large scale, and without losing focus on the end-to-end experience.
DISCOVERY
With the use of contextual investigations, for three days we listened and were part of the work routine of employees and managers at two Riachuelo units.
We started with a technical visit (contextual investigations) at two Riachuelo units, Morumbi mall and Tamboré mall, pilot stores in the implementation of the Mozaiko/Riachuelo RFID project.
Our intention was to understand with the collaborators what could be optimized in our interface, and to reduce the learning curve about the new technology from their experiences (mental models) with similar tools, saving time and resources.
PROBLEM FRAME
How can we gather information to help us prioritize actions and streamline processes? Where should our initial focus be?
We decided to carry out a dynamic of design thinking, called “Sailboat”, to understand with employees their implementation priorities and align expectations.
In this dynamic, eight employees, RFID focal points, were led to identify opportunities and challenges of the project, and later, vote and prioritize the most important pain points in the view of those who deal with large amount of products on a daily basis.
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SAILBOAT DYNAMICS
IDEATION
After the dynamics, we gathered insights and understood how to evolve to an interface prototype in a more assertive way
Some of the points noticed:
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Some ergonomic issues regarding use raised by users(hands free and equipment weight during long periods of use);
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The point was also raised that in the application it is only possible to visualize whole numbers. They consider it extremely important to be able to visualize tenths, informing that this is an important factor for accuracy -ex. 96.3;
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Separation in the software of the sales area and storage;
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Alternative for transferring products already as an option in the initial menu;
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Option to use numbers for product recognition and location by sizes eg. 1/P, 2/M, 3M, 4G; mental models that werefamiliar to users;
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We have considered it a good practice having a “warning beep” so when the products stopped being processed, in this way, the user did not continue reading the products avoiding data loss and rework.
PROTOTYPING AND TESTING
Now that we understand the user's journey, collect insights and prioritize actions, it's time to design our prototype
Based on all the empirical knowledge collected through contextual investigations, interviews, dynamics and focus groups, we designed the interface wireframe.
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At first, we performed a heuristic analysis on the current software, and from that, we verified some points of improvement.
INTERACTIVE PROTOTYPE NEW INTERFACE
LESSONS LEARNED
It is often necessary to investigate the flows and processes in depth, and in this way, get closer to the user, their expectations and frustrations
It was very interesting to observe improvements in employee engagement after the contextual investigation and focus group.
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Stakeholders and managers also felt engaged and gave us free access to a broad investigation of the entire logistics chain of goods, also providing important insights from their experiences, which is a different perspective of the process.
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In this way, we developed a collaborative process of co-creation in an interactive way, triggering all the gears of the process.