THE CHALLENGE
Disconnected systems and manual workflows were slowing down operations
Mercedes-Benz's manufacturing operations relied on fragmented digital tools and manual data workflows. Machine operators, supervisors and system administrators were each working from different data sources with no shared operational view.
The result: decisions were slow, errors were hard to trace, and operational improvements were difficult to measure.
THE APPROACH
Learn the system before digitising it
Rather than digitising the existing process, I embedded with operations teams to understand the real decision points, information needs and failure modes before designing anything.
Key Insight: The biggest problem wasn't missing technology — it was that different roles held different pieces of the truth with no shared operational picture.
What I Built
Unified operational dashboard giving a shared real-time view across roles
Role-based interfaces tailored to the specific needs of operators, supervisors and analysts
Data flow architecture connecting previously siloed systems
Alert and escalation patterns designed around actual decision thresholds
Unified visibility across the manufacturing floor
Reduced Cycle Time: Faster operational decisions through shared real-time data
Unified Dashboards: Single source of truth across operational roles
Improved Visibility: Operational decisions backed by accurate, timely data
What I'd Do Differently Today: I'd invest more time in operator co-design sessions before building, ensuring the system reflected the mental models of the people using it daily rather than the assumptions of management.
