How might we enable each stakeholder in soil movement process to effectively adhere to the Ontario’s soil regulations & make the process more environmentally friendly.

Our initial focus was to align with GFL's business goals. To accomplish this, our Business Analyst (BA) and I organized a collaborative session with the product owner and GFL's soil department leadership team. Additionally, we conducted individual interviews with stakeholders to gain a deeper understanding of the overall process. These sessions provided us with a clear understanding of the business goals and the soil movement process, while also uncovering leads for more detailed discussions on each aspect of the soil movement process.
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To delve further into the matter, we conducted workshops involving selected members from each department within GFL's soil division. The aim was to identify pain points and gather insights into the needs of users at each stage. These interactive sessions enabled us to develop personas, affinity diagrams, user and task flows, which in turn helped us pinpoint issues in the existing process and discover new opportunities.

Following our primary and secondary research, we compiled and synthesized all the gathered data. One of the key steps involved creating a journey of the existing process and mapping the issues identified during our primary and secondary research sessions onto this journey. By doing so, we were able to pinpoint specific problems at each step, providing a clear and contextualized understanding of the challenges.

Up to 25% of soil was rejected and returned to the source due to errors caused by:

We also identified an opportunity based on our discussions with the users

1- I added descriptive help for complex technical terminologies to aid users in selecting the appropriate soil type.

2- We implemented pre-filtering of information based on the filled data, such as displaying only receiving sites compatible with the selected soil parameters.

3- We enabled QPs to create the application on behalf of the source site, allowing for collaboration and review before final submission.

After consulting with GFL's soil department and reviewing Solution #3, we recognized the potential complexity that could arise during the editing process.
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To address this challenge, we introduced permission-based access within the system. Source site administrators were given the ability to add QPs as third-party users to their portal, enabling them to directly create and edit soil applications. This streamlined approach simplified the editing and submission process.

First, we introduced a digital solution that allowed receiving sites to digitally release all BOLs once they received payments from the source site. Source site users could conveniently view, manage, and review each BOL through the portal without any undue effort or inconvenience.

Second, to initiate the load transfer process, we provided source site users with the option to either print the receipts or transfer them to the mobile application of the on-site user responsible for load dispatches.

To simplify on-site dispatch activities, we developed a mobile assistant app. The on-site user could easily access all new receipts for loads to be transferred, assign a receipt to a specific truck by entering the truck's information, and confirm the dispatch with a simple swipe gesture.

The dispatched load(s) would instantaneously appear on the mobile application of the receiving site's user responsible for load reception. This user could effortlessly search or scan the physical receipt to locate the corresponding load.

To evaluate the effectiveness of our solution, we conducted a pilot test program in collaboration with GFL, wherein a select number of clients were granted access to run their soil applications through PATH. Our primary success criteria revolved around the rejection rate. Additionally, we aimed to reduce the processing time for soil applications and alleviate frustration experienced by source site users. Finally, we sought to improve the efficiency of truck dispatch and dump times, aiming for faster turnaround times in these stages.