1.The project background

Makro Food Service, a subsidiary of CP Axtra, introduced the Queue Bursting Service to improve checkout efficiency.

Queue Bursting uses a digital mobile device with scanning functionality to scan items in customers' carts, allowing them to pay at the till without waiting for a cashier to scan their items.

A few months after launch, the pilot stores provided feedback to the implementation team. This included the need to offer the service to non-member customers and to improve system performance regarding data loading speed.

2. The methodology

The HOW

To understand the as-is process and current pain points of different parties involved in the checkout process, we conducted a motion study in the field to map out the journeys of the customers, as well as movements of staff for the entire service.

We visit Makro Food Service branch where Queue Bursting service was implemented, with customer service staff acting as a Queue Bursting officer.

Our activities included:

1. Observing the activities and motions in the checkout process

2. Interviewing all relevant stakeholders, including store managers, checkout supervisors, and Queue Bursting staff (Customer Service)

3. Data analysis and findings

Using the gathered data, I created a service blueprint that mapped out the journey, highlighting the interactions between the three main parties: the customer, the Queue Bursting staff, and the cashier.

Key Finding 2: Customer expect more

When being offered the Queue Bursting service, customers expect to prepare the amount they have to pay, so they don't have to pull out cash at the till. But the Queue Bursting device cannot provide the information because final promotions will be calculated at the till only

Key Funding 4: There unused self-checkout counters

Although the Queue Bursting Service was implemented to help reduce the queue waiting time, but we noticed that the service that could have also help cut down the queue like self-checkout service, was only used by few customers. The reasons behind this is the unfamiliarity with the machine, the limited payment option it accepts, as well as the need for VAT receipt, which could only be provided at the till.

Key Finding 1: Redundant actions performed by staff from incomplete product database

From the interviews, we found that some products could not be scanned by the Queue Bursting device, resulting in the checkout staff having to recheck one by one when the quantity of the scanned items doesn't match the quantity in the basket. This resulted in an even longer waiting time.

Key Funding 3: Difficult mobility for the staff

We observed that during peak times, the queue bursting staff will have to move around between 3 touch points, which is quite far from each other. This is particularly when customers would like to staff to check for the price so they can prepare to pay, but the device cannot show the information, so the staff will have to go back and forth the counter service area to check for the price for the customers.

4. The outcome

I developed a simplified version of the service blueprint, with summary of improvement opportunities to address the key issues found, covering:

1) How might we improve the performance of the QB device and service, including how to make product database more real-time and cover all the product unit?

2) How might we reduce the movement of the QB staff, and to help them move on from one customer to next in a short time?

3) How might we make self-checkout counters more accessible, and usable by the users?

5. My personal takeaways

1) Streamlining relies on uncovering micro-inefficiencies

By mapping each step of the checkout process and observing real-time interactions, we uncovered small but impactful inefficiencies that were slowing down service. For example, employees frequently left their posts to retrieve the price for customers, disrupting workflow and reducing overall efficiency. These micro-inefficiencies, often overlooked, underscored the importance of examining service flows closely to identify where friction accumulates.

2) Guiding user behaviour requires more than technology

The underuse of self-checkout revealed that merely introducing new technology doesn’t ensure adoption. Users need visible, on-the-spot support to feel confident using unfamiliar tools, especially in traditionally staffed environments. This insight suggests that for successful self-service implementation, clear guidance and user-friendly design are essential to encourage adoption, rather than relying solely on the technology itself.

3) Contextual inquiry can effectively reveals root causes and ideas for innovation

By involving checkout staff in the research process, we gained valuable insights from their firsthand experiences, such as specific customer questions that could easily be addressed with better signage or prompts. Employees also provided ideas for optimising workflows that we might not have discovered independently.