The client for this project was an Industrial Internet of Things (IoT) powerhouse delivering solutions for digital transformations. The goal was to develop an MVP solution for the market of independent Service and Maintenance companies who are serving high amounts of elevators from multiple brands.
The solution aimed to increase the operational efficiency and extend the service offerings of the Service and Maintenance companies to their clients (facility managers, building owners, assets managers). I was asked with my team to produce the concept and prototypes of several use cases of the MVP for a price-testing on the market.
My team was composed by a project manager, 2 UX designers and myself as UX / UI designer.
The research phase ended with a clear understanding of the relevant personas and a list of key insights and recommendations for the MVP.
We had available a number of product features categorized in order of relevance, after the use case analysis and feature evaluation done with users during the interviews.
All the research results were shared with the client who could prioritize the features and help us lay the foundation of the concept definition.
It is a role, not a profession. It covers handling of appointment coordination and varies from company to company.
No clear distinction of tasks between junior and senior technicians, both work on site.
Often the facility manager is responsible for operational tasks.
No matter which target group – elevator data alone does not bring added value. The data is only valuable for the company if it is converted into information through analysis. Information about errors and sources of error is most relevant here.
The dispatcher is the interface to all stakeholders involved. He understands the information and distributes it appropriately within the company. This role requires a lot of experience and knowledge of the company and expertise in the field of elevator technology.
Most customers do not want to deal with their elevators in detail. What they are interested in is whether an elevator is functioning or not. In most cases they also lack the technical knowledge to deal with the topic at all.
The degree of digitization in M/S companies varies. There are completely analog companies, companies that use common products like Outlook, and companies that use internally developed products. The digitization of the industry is desired and advocated by all stakeholders.
We used the workshop to pose specific questions and work them out in a co-creation process: What have we learned from research? Which storylines allow us to explore the features? Which features should be prototyped?
THE STORYLINE LAB
We defined a storyline – a realistic scenario – for the dispatcher, the technician and the facility manager.
THE FEATURE LAB
For this exercise we picked out 2-3 screens from the storyline and we scribbled the interface on paper or in Miro, showing their functionalities. We prioritized the features and added notes, questions or inspirations to the board. We also defined which devices would make sense for which use case.
We had two major rounds of feedback with the client and used a Miro board to collect input. The concept was developed on a wire-frame base and iterated until the final delivery. The main principles during the design process were:
The client provided us with the design system used by the company. In general the interface design approach was to translate into visual input what the concept aimed for. Here are the main guiding principles:
UI experimentation for mobile
I personally worked on applying the design principles on the concept and, while on desktop the UI served the concept in an effective way, on mobile the styles where not developed enough to provide the overall expected user experience.
After discussing the issue with the client I received additional time to develop the mobile UI further and reach the kind of experience we were expecting. This result was acchieved by making the design more appealing and less dry and crammed: