MAKING TETRA PAK DATA MEANINGFUL

MAKING TETRA PAK DATA MEANINGFUL

MAKING TETRA PAK DATA MEANINGFUL

MAKING TETRA PAK DATA MEANINGFUL

ROLE

Product Designer

DURATION

6 months

YEAR

2023

TYPE

Asset health monitoring · Power BI

SCOPE

Concept · Data visualization

0

interviews with users and stakeholders

0

user workshops

0

journey maps

0

opportunity areas

THE CHALLENGE

THE CHALLENGE

Data everyone could see,
few could read.

Tetra Pak wanted to simplify the data of its Asset Health Monitoring tool, so customers and service technicians could understand the health of their plants at a glance.

MY ROLE

MY ROLE

From what people said to what the screen shows.

I took the work from research to design: interviews with users, stakeholders and the developers of the current tool, an audit of the existing dashboard, a benchmark of how others design monitoring tools, and the new dashboard views.

KEY DECISIONS

KEY DECISIONS

01

Status first, details on demand.

Users wanted to see a plant's health at a glance. The flow goes from overview to equipment to the data behind each anomaly, with one interaction model at every level.

01

Status first, details on demand.

Users wanted to see a plant's health at a glance. The flow goes from overview to equipment to the data behind each anomaly, with one interaction model at every level.

02

Use the colours they already trust.

Operators read machine status by colour. The dashboard uses the same colour code as the machines, and never relies on colour alone, for accessibility.

02

Use the colours they already trust.

Operators read machine status by colour. The dashboard uses the same colour code as the machines, and never relies on colour alone, for accessibility.

03

Give data
a context.

A number alone doesn't tell a technician what to do. Insights, history and benchmarks between similar equipment sit next to the trends.

03

Give data
a context.

A number alone doesn't tell a technician what to do. Insights, history and benchmarks between similar equipment sit next to the trends.

04

Build the backlog with the client.

In a convergence workshop we walked through a real customer and service journey, and turned the 7 opportunity areas into a shared product backlog.

04

Build the backlog with the client.

In a convergence workshop we walked through a real customer and service journey, and turned the 7 opportunity areas into a shared product backlog.

THE IMPACT

THE IMPACT

→

Research turned into direction. 10 interviews and 7 opportunity areas guided the design.

→

One interaction model instead of many. Overview, equipment and anomaly follow the same pattern.

→

A backlog agreed before design. Priorities were clear to Tetra Pak and to the team.

→

Benchmarked against the market. The as-is compared with how others structure monitoring dashboards made the gaps visible.

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