Through staff observation it was noted that a number of information forms were consistently being completed incorrectly or left incomplete by users. These forms were also difficult for staff to work through as the information order on the form did not match the order staff needed to input the data across the various digital systems.

The redesigned forms:
1) Reordered the information to better align with the digital system order, making it easier and more efficient for staff to input.
2) Used information hierachy to improve recognition of form ‘zones’ to increase compliance and reduce missed sections.
3) Ensured all entry fields considered typical handwriting size as well as accessibility needs to ensure completed forms remained legible.

Through ad-hoc observation, discussion, & first hand experience I noted a lack of clarity around paper file locations within an office filing system (as files moved depending on their ‘status’). I quickly developed a file tracking system that allowed staff to record and recognise when files had moved, where to, and why.

The system featured two parts:
1) An excel spreadsheet held & maintained by step x of the process that worked with files outside of the filing cabinetry system.
2) Physical spacer file ‘blanks’ with ‘removed to’ labels that allowed for quick information noting through punch/tick markers as well as dating to ensure historic tracking.

In the month I remained at this organisation it was estimated the system had saved multiple days worth of time searching for files.

Through project timing analysis noted inneficiency in existing CAD modelling processes that required complete redraws for each measurement change (as site construction progressed).

Redeveloped the modelling process to define all elements (except those with rigid dimensional constraints) in relation to the environment directly. As such, as the environmental dimensions changed, the model automatically updated to fit the current site measurements with only minor manual adjustments needed.

The result of these changes was an efficiency increase of between 70-90% per drawing.

During informal staff observation, difficulty following new processes were expressed by both new & existing staff. Whilst part of the solution was to encourage greater worker involvement in the development of new processes, my primary focus was in developing a new process notation format.

The previous format failed to recognise the expertise & existing knowledge of users, instead presenting all steps in full detail. However, after the initial training staff no longer need the full depth of explanation, especially in aspects that are common parts of their everyday work in other processes.

The new process notation format utilised bullet points for specific action/button presses to increase recognition speed, information hierachy was established to provide greater clarity of key points/error scenarios, and the formatting was better aligned to the on-screen experience (i.e. seperate columns if a process requires multiple systems/windows).

By conducting user journey analysis, I established inefficiencies in the timing of a number of information points which were leading to ignorance & non-compliance from users.

By moving some existing information points & developing new information formats (including automated sms & webpage links) I was able to better align these with the user journey resulting in improved compliance and greater user satisfaction as well as significantly reduced queries & calls.

From informal user discussions & staff observation, I recognised the difficulty some users had in contacting the business, as well as the sense of overwhelm staff felt at the volume of calls recieved daily.

Primarily the solution to this involved the opening of new contact methods for the business to include emails & the development of a distinct phoneline extension for the most time-dependant contact reason.

Secondarily this involved analysing & defining the most common queries and developing new information systems that could provide these answers pre-emptively in order to support the client to feel more connected to the service and reduce their need to contact the business.

Diversifying the access routes & information delivery not only better accomodated user needs but simultaneously allowed for more efficient work-flow planning.

Through ad hoc discussions & informal interviews clients expressed difficulty visualising materials offered, and workers expressed difficulty in tracking which materials had been selected for a project.

The solution was a 3 step process:
1) Expanded the existing sample collection to include all materials offered ensuring duplicate samples to allow for client & manufacturing reference simultaneously (vital for the commonly specified materials). These included bespoke labels including full material details.
2) Utilised existing packaging & display items to produce sample boxes to be taked to meetings or posted to clients, crafting a delightful moment for the client in selecting & visualising their materials. Each material’s detailed label also included information around its usage & pairing recommendations.
3) Creating a reference catalogue for all materials, adding this to the existing manufacturing drawing templates, and to the sample lables to enable easy tracking for manufacturing staff.

Through observation it became clear that the physical environment was causing confusion & discomfort for users. It was vital to understand the entire user journey from entrance to exit to understand where best to address & resolve these problems.

The primary problem was wayfinding, a lack of clear direction information and a confusing building layout combined with overwhelming effect. By analysing where users slowed or stopped as well as the natural sightlines I was able to position signage most effectively to guide users smoothly to their destination. To further support this, various information formats were redesigned to promote navigation information & provide pre-emptive wayfinding instruction.