Assist Delivery Station's Operation Managers.+20,000 daily users 6 months deadline
The information in this case study is my own and does not necessarily reflect the views of La Poste and HDG.
2020 and 2021 were significant milestone for La Poste (the National French Post Company). After receiving complains from delivery stations regarding the lack of coherence and efficiency of the intranet, La Poste decided to develop a new management tool.
I was part of an ambitious project which aims to assist and support Operations Manager in their daily activities in one of the oldest French company.
La Poste’s Operations Managers use more than 15 apps everyday. Through these apps, they have access to team's results, distribution rate, incidence rate, claims etc...
Obviously, when user is searching data among 15 different apps, it leads to a waste of time and a lack of productivity. How to resolve this and give back time to managers? How to let managers spend more time to manage humains instead of searching for a data in tones of apps?
Design Process inspired by the Double Diamant. British Council, 2005.
Since we build for improving people’s work, I proceeded a user-centric process: from the prioritisation of their needs to the final solution.
The design process has been made through a MVP approach, hence we prioritised and de-prioritised features.
Hand in hand with in-house designers I gathered key insights from previous observations sessions. These key insights were the breadcrumb of our user-centric process.
Photo credit: Nicolas Fèvre
In order to develop and design a tool which will give support and assist their everyday tasks, we needed to understand and be aware of managers’ schedule, task after task. Thanks to in-house ergonomic engineer, we had access to the to this data.
The biggest problem I faced during this project was to design a tool with a wide range of information and indicators. Even though, all the Operation Managers need the same core of information, they also have some speciality. Some managers work at the morning, so they focus on organisation mailing and packages distribution, whereas other managers are working at the afternoon, so they may need to care of mailing distribution rate and claims.
Hence, we get rid of the out-of-the-scope activities that SUMO wasn’t able to improve efficiency. Then, we split all activities into 8 categories: Organisation, HR, QA, Claims, Distribution, Reshipping and Delivery.
Thanks to a new online workshop, we co-built a rank of the most important and urgent activities done by the managers.
Because of COVID-19, we couldn't organise onsite workshop. That's why we used online tool such as Miro. Miro is a powerful tool for collaborating with your team. It fits many design step, from brainstorming to ideation process.
Operation managers face a dilemma everyday, by talking with them we realised that an activity can be urgent and/or important.
The following designs shipped publicly to everyone across the world.
Tracking of one delivery
At the time I am writing those lines, the project hasn’t been launched yet. It has been deprioritized since the Covid 19 seriously impact La Poste quality service. On the other hand, La Poste also needs to deal with the significant reductions in letter volumes and the constant increase in parcel shipping volumes. It leads to a brutal and deep jobs reorganisation and the launch of new services and products.