Reducing Contractor Wait Times, Automating Order Status Updates, and Centralizing Store Operations with Customer-Centric Design.

An iMac on a desk in a room with people in the background displaying the price change request application

Date Completed

October, 2024

Overview

Sherwin Williams sought to modernize and strategically redefine its order management process.  Existing store systems presented a fragmented approach to pre-orders, lacking a central digital hub.  Store associates, crucial to this process, envisioned a clear separation of duties: the Point of Sale (POS) for immediate in-store purchases, and a new Order Management System (OMS) as the central application for all account-based orders, especially pre-orders.  This vision prioritized OMS as the primary starting point for most transactions, reserving POS for specific in-store scenarios.  The project aimed to create this streamlined, centralized digital solution to enhance both associate workflows and the customer experience.

The Customer Order Capture initiative focused on designing a user-centric presentation layer for this strategically central OMS, built on IBM Sterling.  As Lead User Experience Designer, I led the design effort to create an intuitive and efficient interface for capturing customer pre-orders, fully embracing the vision of OMS as the store's primary order management tool. A key design principle remained keyboard operability, aligning with store associates' existing familiarity with keyboard-driven legacy systems and reinforcing OMS’s role as a natural extension of their workflow. Critically, OMS also consolidated access to order history and real-time order status, including tinting queue information, providing store associates with a unified view of all account-based order details in this central system.  The design encompassed integrations with Xstore Point-of-Sale and Shercolor tinting systems for a seamless end-to-end workflow, acknowledging POS's continued, but more specialized role.

My role involved driving the user-centered design process from initial field research with store employees—directly capturing their vision for OMS centrality—to final UI designs and system mapping.  Through iterative design and close collaboration with product owners and technical teams, the goal was to create a solution that not only improved efficiency but also strategically positioned OMS as the central order management tool, while respecting technical constraints and existing data structures of the IBM Sterling platform.  This included optimizing workflows based on current store practices and the associates' desired division of labor between OMS and POS, as revealed through process mapping and user interviews.

The Order Management Software initiative aimed to realize the store associates' vision of a central OMS by streamlining store associate workflows, reducing customer wait times, and improving the overall pre-order experience through this newly centralized, account-focused system. By delivering a user-friendly, keyboard-optimized interface with key system integrations, consolidated order visibility in a central application, and a clear strategic role for OMS and POS, this project contributes to a more efficient, modern, and strategically aligned order management process across Sherwin Williams store locations.

Process

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Rethinking Order Management: Key Observations from Store Operations

Modernizing Sherwin Williams' order management system required a deep understanding of store associates’ workflows and the challenges they faced daily. Through immersive field research, we uncovered key friction points that shaped the way orders were processed, revealing fundamental inefficiencies and opportunities for improvement.

Key Observations and Challenges

  1. Order Entry Was Not One Size Fits All: Store associates navigated two distinct workflows. Account-based orders were expected to follow a structured process via the Order Management System (OMS), ensuring pricing accuracy, order tracking, and proper invoicing. Quick Orders served as a workaround when account lookup was slow or cumbersome, bypassing the OMS process in favor of speed. While this shortcut helped associates manage time-sensitive orders, it introduced inconsistencies in record-keeping and customer account history.

    Opportunity: Improve account lookup speed and usability to make OMS the preferred starting point, reducing reliance on Quick Order as a workaround.
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  2. The Legacy System’s Speed Was a Double-Edged Sword: Despite its dated interface, the existing system was favored by many associates for its keyboard-driven efficiency. However, its rigid workflows and text-based search made tasks like account lookup and product entry error-prone and inefficient, often requiring workarounds like barcode cheat sheets and handwritten notes.

    Opportunity: Retain the speed and familiarity of keyboard navigation while introducing smarter, more flexible search capabilities that reduce reliance on workarounds.
  1. Fragmented Systems Created Bottlenecks: The transition between OMS, POS, and tinting systems added unnecessary complexity to the order process. Associates frequently had to switch between multiple systems, leading to delays, lost information, and increased cognitive load.

    Opportunity: Centralize order-related tasks within OMS while ensuring seamless integration with POS and Shercolor tinting systems to streamline workflows.
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  2. The Need for a More Flexible Account Lookup Process: One of the most frequently cited pain points was the difficulty of finding customer accounts. Spelling variations, duplicate accounts, and rigid search criteria often forced associates to abandon the lookup process altogether and resort to Quick Order.

    ‍Opportunity: Implement fuzzy search, auto-suggestions, and improved data validation to make account lookup more intuitive and error-tolerant.
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  3. Areas for Improvement: Suggestions included adding contextual account information (e.g., Pro Plus membership status or online purchasing activity) to the account overview and streamlining approval workflows for minor price adjustments through auto-approval features.

Visual Documentation of Research & System Flows

Current Order Management Flow

This diagram captures the existing order management workflow, illustrating the divergence between Quick Order and Account Lookup-based processes. It highlights key interaction points between store associates, OMS, POS, and tinting systems, revealing the areas where inefficiencies arise.

Key Takeaway: The lack of a seamless transition between Quick Order and full account-based ordering results in inconsistent record-keeping and operational friction.

Field Research Documentation

This research deck presents insights from store visits, interviews, and process observations. It includes real-world challenges faced by store associates, workarounds they’ve developed, and the opportunities these findings create for system improvements.

Key Takeaway: Store associates’ reliance on manual processes and system workarounds signals a clear need for a more adaptive, user-friendly digital experience that maintains efficiency while reducing errors.

Conclusion

The research revealed a clear path forward: aligning OMS more closely with how store associates actually work while addressing the systemic friction that led to reliance on workarounds. By refining account lookup, improving system integrations, and balancing efficiency with usability, the new order management system can become a true enabler of productivity rather than an obstacle.

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Understanding the Current Order Management System

Establishing a Baseline: Observing Store Associates in Action

Before designing an improved Order Management System (OMS), we needed a foundational understanding of how store associates currently handle orders. This phase focused on identifying friction points in workflows, usability challenges in the existing system, and opportunities for improvement.

We conducted field research directly in Sherwin Williams stores, observing how employees interact with the Point of Sale (POS) and OMS. Our goal was to understand how associates:

  • Retrieve customer accounts and order histories
  • Search for and select products
  • Manage transactions, including purchases, payments, and returns
  • Navigate system inefficiencies and workarounds

This research formed the basis of our problem definition, ensuring that our proposed solutions align with real-world challenges.

Store Associate Walkthrough: How Orders Are Processed

Insights from the session

The first major insight came from a store manager walkthrough of the POS system. Key takeaways included:

1. Account Lookup Friction

  • Finding a customer’s account required knowing their exact name, phone number, or account number, creating unnecessary slowdowns.
  • Employees often guessed at spellings or tried multiple search variations to find the correct record.

2. Order Entry Workarounds

  • Employees frequently relied on keyboard shortcuts and muscle memory to navigate the system quickly.
  • Many used Quick Order as a workaround when account lookup was too slow, even though this method bypasses customer history.

3. Returns & Payments are Disjointed

  • Returns require manual input of transaction numbers, leading to errors.
  • Employees often guessed at spellings or tried multiple search variations to find the correct record.
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Framing Insights for Actionable Design

Man tinting paint

With the recordings and observations from the formative research phase, the synthesis began to uncover patterns and opportunities for improving the pricing approval application. This phase emphasized not just summarizing findings but translating them into actionable insights that would inform the design of the revamped tool. Below, the process is documented alongside the resulting recommendations, highlighting the approach and key takeaways.

Goals of Research Synthesis:

  1. Enhancing Decision Support: Provide district managers (DMs) with better tools and context to make precise pricing decisions efficiently.
  2. Fostering Communication: Develop functionalities that allow seamless communication within the system, including notifications for submitted or decisioned requests.
  3. Timestamping and Tracking: Integrate timestamps for submissions, request IDs, and automated expiration dates to align with predetermined criteria.
  4. Historical Data Access: Build an intuitive information architecture to allow approvers to review expired requests and, if necessary, resubmit them with updates.

Research Findings and Insights

The following sections summarize key themes from district manager interviews, focusing on their workflows, challenges, and suggestions for improvements:

Approval Workflow Efficiencies:

  • Current systems require frequent manual interventions. Many DMs expressed a desire for automated thresholds to approve routine requests, which could significantly reduce their workload.
  • Auto-approvals based on criteria like margin thresholds were highlighted as a valuable addition.

Communication Gaps:

  • Comments provided by sales reps were often insufficient, necessitating phone calls to clarify the rationale behind requests. A more robust, in-app messaging system could streamline these conversations.
  • Notifications for requests nearing expiration were requested to prevent accidental lapses.

Contextual Decision-Making:

  • Many DMs rely on account-level metrics (e.g., YTD sales, gross margin) to inform decisions. Ensuring this data is accessible and prominently displayed would enhance their ability to make informed approvals.
  • Insights into historical trends for accounts and products, presented visually, could further improve decision accuracy.

Expiration Management:

  • The current five-day expiration window is a pain point for DMs, especially during vacations. A mechanism to extend deadlines or track expired requests was suggested.

Process and Outputs

The following FigJam board represents the Define phase, showing how insights were categorized and mapped to actionable design improvements. It encapsulates the iterative process of clustering observations and identifying core problems to address in the redesign.

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Exploring Solutions for a Modernized Pricing Tool

In the ideation stage of the pricing approval modernization project, we transitioned from gathering insights to exploring potential solutions. Our primary challenge was maintaining consistency across the application while addressing user pain points. Drawing on insights from district manager interviews and aligning closely with business requirements, we developed a series of concepts to refine and improve the application’s user experience. The goal was to enhance usability, reduce friction, and support the core tasks of price approval and request management.

Process Overview

Using Figma, we juxtaposed the existing pricing tool against mockups that incorporated both research findings and business requirements. This visual comparison helped identify gaps and opportunities for innovation. We iteratively refined these ideas, testing layout variations, component designs, and interaction models.

Process Overview

  1. Reducing Scrolling with Progressive Disclosure: We proposed a detail page design that grouped products into families, enabling users to navigate by category rather than scrolling through an extensive list.
  2. Simplified Navigation with Tabs: Tab-based navigation was explored to streamline the search experience, allowing users to toggle between sections without losing context.
  3. Improved Modal States for Request Details: Recognizing the need for focused interaction, we mocked up modals for displaying request details, ensuring they were easily accessible without disrupting workflow.
  4. Reordered Content Stacking:Page layouts were reimagined to emphasize critical tasks and information. Key details were prioritized based on user feedback.
  5. Enhanced Table Design:Variations of table headers and styling were tested to improve clarity and usability. Changes included sticky headers and a simplified column structure.
  6. Messaging Integration:Integrating a chat-like messaging system was proposed to facilitate communication. This feature aimed to provide context for decisions and reduce reliance on external tools.

Embedded Figma Board

The attached Figma board demonstrates the juxtaposition of the legacy application and the proposed designs. It visually documents the evolution of ideas, highlighting how user insights were translated into actionable designs.

Collecting Feedback through Iterative Collaboration

As part of the iterative ideation process, I invited one of our district managers, who had participated in the discovery research phase, to join a follow-up Teams meeting. This session aimed to evaluate and refine the design of the revised pricing approval system, gathering valuable feedback to validate design decisions and identify areas for further enhancement.

Revisiting the Research and Sharing Insights

The session began by revisiting the formative research insights. I walked Roy through the research board, which included transcripts and key observations from interviews, structured around patterns identified in the user workflow: search, select, and decision-making. This presentation set the stage for a collaborative exploration of how these insights translated into the new design.

Walking Through the Revised Design

  • Cleaner Interface and Improved Navigation: Roy immediately noted the cleaner design and appreciated the separation of pending quotes into their own tab. This organization reduced clutter and improved focus.
  • Enhanced Search and History Features: Breaking out the approvals history and auto-approved requests into dedicated sections resonated strongly with Roy. He acknowledged the improved accessibility of information, which minimized the need to wrestle with date range filters or navigate cumbersome menus.
  • Feedback on Auto-Approval Features: Roy expressed enthusiasm for auto-approved requests and their potential to streamline workflows, especially for low-impact pricing changes.

Capturing Feedback for Iterative Improvements

My research participant's feedback provided actionable insights that informed the next iteration of the design. Key points included:

  • Incorporating “Ready to Go” Functionality: Jon emphasized the importance of retaining and integrating the “Ready to Go/Overstock” feature within the application, suggesting its placement in the top-right corner for easy access. This functionality was critical for managing product expirations, overstocks, and discontinued items.
  • Progressive Disclosure for Detail Pages: Jon preferred the introduction of progressive disclosure to reduce the burden of endless scrolling. This approach allowed him to navigate records one at a time, keeping controls fixed at the bottom of the screen for consistent usability.
  • Prioritizing Metrics and Trends: Jon highlighted the value of displaying account metrics such as year-to-date gallon trends, gross margins, and product file costs. His feedback led to a more data-rich presentation that provided actionable insights at a glance.
  • Simplifying Notifications: He suggested introducing notifications for requests nearing expiration within 24 hours, delivered via email. This approach balanced the need for timely awareness without overwhelming users with unnecessary alerts.

Integrating User Feedback into the Design Process

This collaborative session reinforced the value of involving expert users in an iterative design process. Roy’s detailed feedback on specific features, usability enhancements, and workflow improvements directly shaped the next design iteration. By presenting the prototype and discussing its alignment with real-world needs, I ensured that the revised system would better support district managers in their critical decision-making tasks.

Transcript Excerpts from the Teams Meeting

Below are key excerpts from the session, highlighting feedback and discussion points:

On the New Interface Design

  • Jon: “I like it. Already looks a lot cleaner. Pending quotes? That’s pretty cool. Is that like someone quoted out and it’s just out there?”
  • Me: “Yes, and it’s separated into its own tab for easier navigation.”
  • Jon: “I love it. Approvals history and auto-approve requests are great features too.”

On Notifications for Expiring Requests

  • Jon: “I wouldn’t want to be spammed, but an email for requests expiring in 24 hours would be helpful. That way, if I’m on vacation, I can quickly approve them from my phone.”

On Progressive Disclosure and Table Navigation

  • Jon: “Scrolling through 40+ records is exhausting. This setup with fixed controls and progressive navigation makes it so much easier.”

On Metrics and Trends

  • Jon: “Having year-to-date gallons, margins, and trends for 2022 and 2023 side-by-side would be really useful. It helps tell the account’s story before diving into details.”

On Maintaining Ready-to-Go Functionality

  • Jon: “That’s critical for managing inventory. It’d be great to integrate it into this system instead of needing a separate tab.”

This stage exemplifies how real-world feedback from stakeholders contributes to refining design solutions, ensuring they meet both user needs and business goals. The iterative nature of this process underscores the importance of validating assumptions and continuously improving based on collaboration and insight.

prototype

Final Presentation and Prototype Overview

Introduction to the Final Round of Design

As our project reached the final stages, our primary focus was on synthesizing user feedback, business requirements, and technical feasibility to deliver a cohesive solution. The design process led us to a prototype that not only addressed key user pain points but also introduced new functionalities aimed at enhancing efficiency and user satisfaction.

During this stage, we prepared a comprehensive presentation for the pricing team. This included outlining our design rationales, showcasing the final prototype, and providing a roadmap for iterative improvements based on identified gaps. The goal was to communicate the value of our design decisions clearly and to secure alignment with stakeholders.

The new design for the landing pa

Introduction to the Final Round of Design

  1. Design Alignment with Business Goals: We highlighted how the new design supports streamlined workflows, improves decision-making, and aligns with the broader objectives of Sherwin Williams’ pricing strategies.
  2. Key Features and Enhancements: These included a revamped approval workflow, progressive disclosure techniques for detailed information, and visual hierarchies that reduce cognitive load.
  3. User Feedback Integration: We showcased how user insights were directly translated into functional improvements, ensuring the design met real-world needs.
  4. Next Steps and Iterative Opportunities: Finally, we discussed areas requiring further exploration, particularly around system integrations and advanced user functionalities, such as in-app messaging.

Final Prototype Insights

The prototype addressed several critical challenges, including:

  1. Improved Communication: By integrating feedback loops into the UI, we reduced reliance on external tools for collaboration.
  2. Streamlined Information Architecture: This enabled users to navigate effortlessly between pending and historical requests while maintaining focus on priority actions.
  3. Optimized Decision-Making Processes: Enhanced filters, search functionalities, and visual indicators ensured users could approve or reject requests with confidence and speed.

Reflections & takeaways

Refining the Role of UX in Enterprise Solutions

This project underscored the critical role of user experience in transforming complex business processes into intuitive digital solutions. The pricing tool is a prime example of how design can drive operational efficiency and strategic decision-making at scale.

As the senior designer leading this initiative, I leveraged a combination of research, collaboration, and iterative design to address the project’s unique challenges. Working closely with district managers and business analysts allowed me to craft a solution that was both user-centric and technically robust.

Lessons Learned

  1. The Value of User-Centric Iteration: Early and continuous user feedback was instrumental in shaping a design that resonates with end-users while aligning with business goals.
  2. Bridging Communication Gaps: Building a shared language between the UX and pricing teams fostered stronger collaboration and more effective problem-solving.
  3. The Importance of Scalability: Designing for scalability ensured that the solution could adapt to future requirements without disrupting existing workflows.

Impact Beyond the Tool

The redesigned pricing tool represents more than an improved application; it demonstrates the value of integrating UX principles into enterprise systems. By enhancing the relationship between stakeholders and the design team, this project has set a new standard for collaboration and innovation at Sherwin Williams.