30.000
+20%
+10%
Employees Impacted by Technology
E-commerce service capacity
Gross Revenue
THE CHALLENGE
How do you implement a technology that will impact the daily work routine of 30,000 employees?
With a structure comprising three integrated garment factories, the volume of products in transit every day is clear. Therefore, processes need to be agile, carried out on a large scale, and without losing focus on the end-to-end experience.
DISCOVERY
For three days, we conducted contextual investigations, listening to and integrating ourselves into the routines of employees and managers at two Riachuelo stores.
We began with a technical visit (contextual investigations) to two Riachuelo stores, Shopping Morumbi and Shopping Tamboré, pilot stores in the implementation of the Mozaiko/Riachuelo RFID project.
Our intention was to understand, together with our collaborators, what could be optimized in our interface, and to reduce the learning curve regarding the new technology based on their experiences (mental models) with similar tools.
PROBLEM FRAME
How do we gather information to help us prioritize actions and streamline processes? Where should our initial focus be?
We decided to conduct a design thinking exercise, called "Sailboat," to understand the employees' implementation priorities and align expectations.
In this exercise, eight collaborators, acting as RFID focal points, were guided to identify opportunities and challenges of the project, and subsequently, to vote on and prioritize the most important pain points from the perspective of those who deal with the entry and exit of products daily.
SAILBOAT DYNAMICS
IDEATION
After the exercise, we gathered insights and understood how to evolve towards a more effective interface prototype.
Some of the points observed:
-
Some ergonomic issues regarding usage were raised by users (hands-free operation and weight of the equipment during extended periods of use);
-
It was also raised that the application only allows the display of whole numbers. They consider it extremely important to have the ability to display tenths, stating that this is a significant factor for accuracy - e.g., 96.3;
-
Separation of sales and inventory areas in the software;
-
An alternative for transferring products is already available as an option in the main menu;
-
Option to use numbers for product recognition and location by size, e.g., 1/S, 2/M, 3/M, 4/L; mental models that are familiar to users;
-
We could consider it good practice to have a "warning beep" that sounds when products stop being processed, so the user doesn't continue reading and doesn't lose data, avoiding rework.
INTERFACE 1.0
Now that we understand the user journey, validating perceptions and prioritizing actions, it's time to design version 1.0 of the App Interface.
Based on all the empirical knowledge gathered through contextual investigations, interviews, group dynamics, and focus groups, we designed interface 1.0.
Initially, we performed a heuristic analysis on the current software, and from that, we identified some areas for improvement.
NEW INTERFACE 1.0
Lessons Learned
Often it is necessary to thoroughly investigate the flows and processes, 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.
Stakeholders and managers also felt engaged and gave us free access for a broad investigation of the entire goods logistics chain, also providing important insights from their experiences, which is a different perspective on the process.
In this way, we developed a collaborative co-creation process in an interactive way, activating all the gears of the process.