An in-depth, collaborative discovery phase was allowed us to understand the people, processes and challenges on the ground first-hand. This included reviewing systems, stakeholder interviews, service safari, workshops and user interviews.

The insights were synthesised and mapped, across a flow diagram, highlighting where the challenges occurred and what impact across the supply chain. This made it immediately clear where the most significant issues lay and what was causing them.

A visual sketch of potential solutions helped demonstrate how the solution would work, where the technology would be integrated, and who get’s notified at each data collection stage.

After sharing and discussing this with the consortium, we captured the gaps or unknowns and collectively ideated around these areas. I designed and conducted workshops engaging over 30 participants to facilitate discussions and refine the technical aspects of the solution.

Every step in the concept diagram was very complex, so we broke it down into manageable sections, allowing us to narrow in on the execution, whilst keeping the broader picture in mind.

We designed a flexible platform for staff to enter data, such as ingredient details, processes, roles, waypoints, inspection events, and more. This acted as a ‘planner’ and source of truth for how each ingredient should move through the factory.

I also designed and prototyped the app used by ‘goods-in’ and other roles to manage products, from the factory floor.

These designs formed the interface for the digital twin capabilities to enable traceability and efficiency.

The brand identity I created played a crucial role in aligning everyone around a shared vision, mission and values.

It also covered positioning, value proposition, audiences, market research and visual concepts.

It prompted important questions and gave the project a sense of life, enforcing it in being something people could believe in and rally behind.