Enterprise Trucking Company

Enterprise Trucking Company



Problem

Service centers and their employees struggle to quickly and efficiently get trucks serviced, repaired, and their invoices paid. One of the major contributing factor to this is the procurement and ordering parts process

Solution

Create a better procurement and ordering experiencethat enables service writers and foreman to select multiple parts and quickly and intuitively procure and order them. This will increase e-commerce revenues, increase service center revenues, and provide an increase of partners using and purchasing our software.

Impact

According to Rush end of year financial statements, over the period of 2017 to 2019 there was an increase in parts and service revenue of 19.79% equal to almost $3,000,000.00.

Constraints

Design System had been created by a third party and the directive was to adhere a strict adherence to the design system.

The product team was in the initial stages of digital transformation, and as a design team, we had to help relationships to move them along that journey while proving .

Discovery and Framing



Stakeholder Map



Use a stakeholder map to map out the entire team that is responsible, accountable, consulted, and informed for the product at every level.


Empathy Map



The empathy map canvas is used to gain some empathy for the entire product team that is responsible for the success of the product, and to ensure that I can help align the business goals and the user needs.


Hypothesis


We believe that service writers and foremen need an easy and intuitive way to procure parts from other service centers, which currently the process leads to time lost to procurement at the line item level, and that if we created an easy and intuitive way to select multiple items and procure multiple items at the same time so they can procure and order parts quickly and intuitively, it would lead to faster servicing of vehicles and increasing revenues.


Assumptions


  • Service writers and foremen cannot quickly procure order multiple parts.
  • Service writers and foremen will not spend time reading a training manual for a new feature.
  • Time and revenue are lost to an inefficient workflow for procuring and ordering parts at the line-item level.

How might we. . . .


How might we facilitate the procurement and ordering of parts process, so that the service writers and foremen can procure and order parts to fulfill orders quickly and intuitively.

Collaborative Workshops



Collaborative workshops where facilitated to bring together project managers, business analyst, and subject matter experts to conduct discovery and framing excercises that focused on wanted outcomes.

Storyboards



Created a storyboard to map out the users interaction with software and what they hoped to accomplish. It helped with creating the task flow, user journey, and the persona.


Persona



When the persona was put together, it consisted of overarching themes that applied to all the technicians regardless of service center size. It became apparent the critical path forward was to perfect and enhance the e-commerce journey for both the internal technicians and the partner technicians.


User Task Flow



A task flow was created to figure out the critcal path that would solve the e-commerce flow based on data from the user interviews and the main persona.


User Journey



A uer journey was created to map out the e-commerce happy path and pain points. It was based on data from shadowing users, user interviews and the main persona.


What we learned


  • There are different types of service centers.
  • Depending on size multiple people need the ability to procure and order parts.
  • Service writers and foremen do not procure and order parts at the line-item level.

Design Artifacts



Initial business solution - validated.

  • Procurement and ordering parts process is inefficient.

Low Resolution Concepts








Low resolution wireframes where created, in collaboration with business analyst, subject matter experts, developers, and project managers, to test, get feedback on, and solve for the wanted outcomes.

Concept 1









High resolution wireframes where created, in collaboration with business analyst, subject matter experts, developers, and project managers, to test, get feedback on, send to production, and solve for the wanted outcomes.

Concept 2










High resolution wireframes where created, in collaboration with business analyst, subject matter experts, developers, and project managers, to test, get feedback on, send to production, and solve for the wanted outcomes.

Insights


The first insight was discovering of three different types of service centers. They were broken up by size of service center, which directly affected resources, head count, and capacity, which affected job performance.

The second insight, that increased revenues, that was proven correct was to facilitate procurement and ordering parts more efficiently.

The third insight, that increased revenues, that was proven correct was to start the process of improving the entire service center experience to get customers from intake to back on the road more efficiently through adoption of the service center software.