First Mode Operator Performance

Concepting Experiences for Operator Behavior Change

First Mode is a decarbonization start-up building hybrid-electric mining vehicles (HEV), which require different operating procedure than standard mining trucks. Together with a researcher and another designer, I crafted concepts and scenarios of what an operator behavior change program could look like for deployment of the HEV, including digital artifacts and the operator experience itself. These concepts were used in further customer engagements and continued prototyping and iteration.

Role: Designer
Timeline: November 2023 - January 2024 (6 weeks)
Team: 2 Designers, 1 Researcher

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The Problem

First Mode builds hybrid-electric mining trucks to reduce diesel emissions in heavy industry. In order for mines to reach their reduction goals, operators must drive the vehicles the “right way,” which is different from how they are used to driving. How do we change driver behavior to align with fuel emissions targets?

Our Solution

To facilitate this behavior change, I designed a system including operator insight dashboards, training touchpoints, and signage at the mine sites.

The operator report dashboard tracks KPIs in relation to targets, provides feedback on actions, prescribes specific changes that can be made between shifts, and facilitates communication of goals between operators and supervisors.

Animated gif of the operator dashboard, showing the user changing the date.

Service design was needed to show how introduction of new vehicles would be integrated into a shift from the day-to-day perspective of an operator. This allows us to curate the experience of the full transition period.

Environmental signage is needed to reinforce behavior in-context, a key opportunity to target certain “bad driving” habits.

Low-fidelity sketch of a "slow" sign to be used at the mine site

First Mode did not have a culture of UX, relying largely on engineers’ judgment. Along with our sole UX researcher, I implemented a hypothesize-and-test iteration process to compensate for a lack of existing institutional knowledge while still delivering and making changes rapidly. This allowed for artifacts to be presented to stakeholders in a more participatory manner rather than just for validation, as well as enabled research to run concurrently to design.

Process diagram showing "audit data learning," "analyze," "hypothesize logic/rules," "design," "feedback," then back around again

I assisted in baseline research efforts to translate existing research paths into useful findings that can be used in this particular project without too much extra work. This included engaging with subject matter experts and synthesizing data.

Internal engagements with engineers and other SMEs allowed us to form a more narrow scope of which specific operation behaviors to target in drivers, for instance with the use of the regenerative braking system rather than the traditional friction brakes.

Diagram titled "potential retarder grid inefficiencies." A grid shows the operational behaviors, speed control, waiting/dispatch communication, and mine conditions along the rows and columns labeled downhill, bottom of pit, uphill, "what can we design without driver knowing," and "what can we design to alter driver behavior."

Though our access to operators themselves was limited, we were able to form journey maps from the conversations we were able to have, including a visit to the First Mode's Proving Grounds facility in Centralia. We used archival data to fill in the remaining knowledge gaps.

User journey of a truck operator across a shift

Our project brief from leadership centered the design question around how best to provide driver feedback. After initial iterations indicated that mere digital feedback may not be comprehensive enough to change behavior as originally assumed, we realized that our design question was too prescriptive and that the problem that we were trying to solve, at its core, is one of behavior change; offering feedback was simply one potential avenue that the product team latched onto early.

I analyzed the refined problem through two lenses, first a logic framework to identify potential behavior change interventions, and secondly a storytelling approach to map scenarios and discover opportunity points.

I started ideation with a theoretical framework known as a causal pathway diagram, a technique developed specifically for behavioral change. From here, I evaluated the concepts from multiple angles to determine the ones to move forward into further iteration.

Causal pathway diagram for the problem, featuring various strategies linked to mechanisms linked to barriers linked to outcomes

My co-designer and I developed an extended scenario statement we called “the play,” in which we mapped out characters, settings, and stage actions of what a behavioral change program looks like. This allowed us to find where more clarity was needed, delineate different use cases, uncover what key screens were needed, and map out interactions.

Photo of a physical whiteboard titled "IRL aka The Play"

Combining our findings from the play with the causal pathway diagram concepts revealed key opportunities for where a behavior change solution would be most effective and what kinds of solutions would be most fitting for those scenarios.

Chart titled "how might we change driver behavior of retarder pedal usage during daily usage?" The chart is divided into during shift, daily, and between weeks

Diagram showing "how might we" problems linked to "what if" scenarios linked to "opportunities"

Iterating on the dashboard UI was an exercise in prioritization. While a comprehensive data visualization was more informative, it was less helpful to an operator, who wanted clear performance targets and actionable pointers.

Prototype layout of the dashboard, showing more technical graphs and data

Low fidelity digital sketch of the dashboard

My time with First Mode coincided with their pivot from an engineering consultancy to a product development company. My work on this project directly introduced user-centered processes to its product development process and helped secure partnerships for HEV delivery, including a strategic alliance with Mitsui & Co. Currently, the concept is being prototyped and used in customer engagements. This is still early in the product life cycle, and I am excited to see how the concept evolves as the company gears up for HEV product launch next year.