Frontline Action System
In this case study, I will share how we took this product to the next level. What started as a continuous improvement platform—allowing users to capture their improvement ideas through a form-based system following the Kaizen methodology—quickly became insufficient to meet the diverse needs of workers on the production floor.
Role
Product Designer
Team
1x Product Director 2x Product Designers 2x Back-end Engineers 6x Front-end Engineers 1x Customer Success
Duration
2 years
Methodology
ShapeUp
Category
Product Design
Work Showcase
Problem
Platform usage began to decline as the challenges within a manufacturing plant extended far beyond continuous improvement. The biggest obstacles included problem detection, visibility, communication, and shift-to-shift follow-up.
Our goal was to bridge the gap between shifts and facilitate the execution of routines and task assignments on the shop floor. Our biggest competitor? Paper.
Process
We started by interviewing plant managers to understand their challenges. We then conducted brainstorming sessions with top management to define the new features to be developed. Once aligned, we wrote PRDs (Product Requirement Documents) for each project, following the ShapeUp methodology. This was followed by talent allocation and the development of each feature in iterative cycles.
Outcome
Development of four new features, some rolled out in multiple phases, significantly expanding the platform’s capabilities for manufacturing teams. This evolution strengthened the product’s market position.
Secured a long-term contract renewal with a key client.
Facilitated the platform’s expansion into new markets.
Established partnerships with three new clients.
Learnings
This project was a fantastic opportunity for me to grow—not just as a designer, but also as a manager with a strategic outlook. Identifying the needs of the industry and analyzing them to create a solution was an incredibly exciting process that really took my professional development to the next level. I learned how to lead a project with a focus on both short- and medium-term goals, and how to build the infrastructure needed to create a seamless, high-quality experience—even if the first phase didn’t quite turn out as expected. I also got better at managing multidisciplinary teams and advocating for why design truly matters.
In a nutshell, here’s what I learned:
- How to keep a helicopter view of the industry and the product I’m working on.
- How to manage people, teams, and projects.
- The importance of developing and iterating quickly.
- The value of always checking in with users and listening to their needs.
- Trusting my team, the process, and most importantly, myself.
