Queue2
Queue2
Queue2
Queue2
A system design project exploring the stationery store ecosystem and the interconnected systems behind what appears to be a simple, linear experience, but in reality was complex and tangled to look into.
A system design project exploring the stationery store ecosystem and the interconnected systems behind what appears to be a simple, linear experience, but in reality was complex and tangled to look into.
A system design project exploring our college stationery store ecosystem and the complex, interconnected systems behind its seemingly simple experience.
This project began as an intensive field study of our college stationery store, evolving into identifying the right intervention points and making targeted shifts to improve the system’s flow for both users and staff.
This project began as an intensive field study of our college stationery store, evolving into identifying the right intervention points and making targeted shifts to improve the system’s flow for both users and staff.
This project began as an intensive field study, identifying intervention points to improve the system’s flow for users and staff.
A system design project exploring our college stationery store ecosystem and the complex, interconnected systems behind its seemingly simple experience.
This project began as an intensive field study, identifying intervention points to improve the system’s flow for users and staff.
timeline
timeline
timeline
1 week / 2025
1 week / 2025
1 week / 2025
discipline
discipline
discipline
System Design
System Design
System Design
Service Design
Service Design
Service Design
Design Research
Design Research
Design Research
tools
tools
tools
Figma
Figma
Figma
Miro
Miro
Miro
skills
skills
skills
Field Research
Field Research
Field Research
System Mapping
System Mapping
System Mapping
User Testing
User Testing
User Testing
timeline
1 week / 2025
discipline
System Design
Service Design
Design Research
tools
Figma
Miro
skills
Field Research
System Mapping
User Testing
hover & select the stage
you would like to see
*started as a college project which is now live!
*started as a college project which is now live!
*started as a college project which is now live!
tl;dr
tl;dr
tl;dr
tl;dr
A small intervention shifting a large system
A small intervention shifting a large system
A small intervention shifting a large system
the project
the project
the project
The college stationery store looked cluttered, but the crowding came from a tangled workflow system. Queue2 is an order, collect, pay flow with marked paths and visual cues that eased congestion for students and staff, and the store still uses it.
The college stationery store looked cluttered, but the crowding came from a tangled workflow system. Queue2 is an order, collect, pay flow with marked paths and visual cues that eased congestion for students and staff, and the store still uses it.
The college stationery store looked cluttered, but the crowding came from a tangled workflow system. Queue2 is an order, collect, pay flow with marked paths and visual cues that eased congestion for students and staff, and the store still uses it.
the decisions
the decisions
the decisions
We zoomed out first and mapped the store as one whole system. That showed us the spots where a single change could shift the most, so we built the intervention there. Then we tested it live with users and refined it over several rounds into the MVP.
We zoomed out first and mapped the store as one whole system. That showed us the spots where a single change could shift the most, so we built the intervention there. Then we tested it live with users and refined it over several rounds into the MVP.
We zoomed out first and mapped the store as one whole system. That showed us the spots where a single change could shift the most, so we built the intervention there. Then we tested it live with users and refined it over several rounds into the MVP.
what I owned
what I owned
what I owned
In a team of six, I helped come up with the idea behind Queue2, the solution that went live, and tested it from both sides of the counter, as Pintu Bhai behind it and as a student in front, while contributing across the whole process.
In a team of six, I helped come up with the idea behind Queue2, the solution that went live, and tested it from both sides of the counter, as Pintu Bhai behind it and as a student in front, while contributing across the whole process from field research to charting the system.
In a team of six, I helped come up with the idea behind Queue2, the solution that went live, and tested it from both sides of the counter, as Pintu Bhai behind it and as a student in front, while contributing across the whole process.
problem
A tangled system of space, workflow, and movement was creating overcrowding and friction for both students and staff.
solution
A targeted Order–Collect–Pay flow introduced structure through clearer movement, visual cues, and smarter payment points.
impact
One focused intervention created a ripple effect, bringing structure, easing congestion, management and streamlining payments.
context
context
context
context
Visible Inventory, Invisible Systems
Visible Inventory, Invisible Systems
Visible Inventory, Invisible Systems
Centered on the functioning of the college stationery store, this project investigates the underlying systems that drive its daily operations. Through on-ground observation, interviews, and systems thinking, it reveals how small inefficiencies are often rooted in larger structural gaps.
Centered on the functioning of the college stationery store, this project investigates the underlying systems that drive its daily operations. Through on-ground observation, interviews, and systems thinking, it reveals how small inefficiencies are often rooted in larger structural gaps.
Centered on the functioning of the college stationery store, this project investigates the underlying systems that drive its daily operations. Through on-ground observation, interviews, and systems thinking, it reveals how small inefficiencies are often rooted in larger structural gaps.
problem tackled
problem tackled
problem found
problem tackled
Overcrowding was a result of missing system
Crowd Management System
Overcrowding was a result of missing system
Overcrowding was a result of missing system
The store looked like a clutter problem, but the crowding was only the visible part. Ordering, shelf space and movement were tangled together, so a rush at the counter left staff juggling requests, stationery spilling out of place and students waiting, and it hurt sales too.
The store looked like a clutter problem, but the crowding was only the visible part. Ordering, shelf space and movement were tangled together, so a rush at the counter left staff juggling requests, stationery spilling out of place and students waiting, and it hurt sales too.
initial observation
initial observation
initial observation
initial observation
Observing Pintu's store
Observing Pintu's store
Observing Pintu's store
Initial days of the project were spent on simply observing, shadowing and understanding from a farther lens of what happens on field.
Initial days of the project were spent on simply observing, shadowing and understanding from a farther lens of what happens on field.
Initial days of the project were spent on simply observing, shadowing and understanding from a farther lens of what happens on field.
Without conversating with the staff, some initial prominent observations were listed down.
Without conversating with the staff yet, a few initial but prominent observations were listed down.
Without conversating with the staff, some initial prominent observations were listed down.
Initial days of the project were spent on simply observing, shadowing, without conversating with the staff, some initial prominent observations were listed.
Inefficiencies in workflow
Lack of space usage and distribution
Juggling requests during overcrowding
Spillage of unorganized stationery material
Inefficiencies in workflow
Lack of space usage and distribution
Juggling requests during overcrowding
Spillage of unorganized stationery material
Inefficiencies in workflow
Lack of space usage and distribution
Juggling requests during overcrowding
Spillage of unorganized stationery material
Inefficiencies in workflow
Lack of space usage and distribution
Juggling requests during overcrowding
Spillage of unorganized stationery material
About Pintu’s store
About Pintu’s store
About Pintu’s store
no routine, broken system
no routine, broken system
haywire ordering
system
haywire ordering
system
overcrowding ↓
impact on sales
overcrowding ↓
impact on sales
overcrowding ↓
impact on sales
direct impact on quality of output
research activities
research activities
research activities
research activities
Stakeholder mapping pointed to student & staff
Stakeholder Mapping
Stakeholders involved in the system
Stakeholder mapping pointed to student & staff
Through this research activity, the individuals and entities connected to the stationery store were identified and positioned across interest and influence to understand their roles within the system.
This activity mapped the college stationery store’s stakeholders by interest and influence to understand their roles in the system.
Through this research activity, the individuals and entities connected to the stationery store were identified and positioned across interest and influence to understand their roles within the system.
Through this research activity, the individuals and entities connected to the stationery store were identified and positioned across interest and influence to understand their roles within the system.
The mapping highlighted two key stakeholders, students & staff, whose needs and actions had the greatest potential in shaping meaningful system improvements.
The mapping highlighted two key stakeholders, students & staff, whose needs and actions had the greatest potential in shaping meaningful system improvements.
The mapping highlighted two key stakeholders, students & staff, whose needs and actions had the greatest potential in shaping meaningful system improvements.
The mapping highlighted students and staff as key stakeholders shaping meaningful system improvements.
Beyond the visible via Iceberg Model
Iceberg Model
Beyond the visible via Iceberg Model
the visible layer
Events
04
the trends layer
Patterns
03
the influencing layer
Underlying Structures
02
the belief layer
Mental Models
01
visible layer
Events
04
trends layer
Patterns
03
influencing layer
Underlying Structures
02
belief layer
Mental Models
01
the visible layer
Events
04
the trends layer
Patterns
03
the influencing layer
Underlying Structures
02
the belief layer
Mental Models
01
the visible layer
Events
04
the trends layer
Patterns
03
the influencing layer
Underlying Structures
02
the belief layer
Mental Models
01
the visible layer
Events
04
the trends layer
Patterns
03
the influencing layer
Underlying Structures
02
the belief layer
Mental Models
01
no routine, broken system
no routine, broken system
no routine, broken system
haywire ordering
system
haywire ordering
system
haywire ordering
system
evidence gathering
evidence gathering
evidence gathering
evidence gathering
Assumptions to real evidence
Assumptions to real evidence
On-site observations revealed cluttered shelves, poor segregation, obstructed access, and staff workarounds, clear signs of inefficiencies within the existing system.
On-site observations revealed cluttered shelves, poor segregation, obstructed access, and staff workarounds, clear signs of inefficiencies within the existing system.
On-site observations revealed cluttered shelves, poor segregation, obstructed access, and staff workarounds, clear signs of inefficiencies within the existing system.
no routine, broken system
haywire ordering
system
mapping the system
mapping the system
mapping the system
mapping the system
Store as a system, rather than micro-scales
All under one roof, the gigamap
Store as a system, rather than micro-scales
This gigamap unpacks the college stationery store through five interconnected systems, bringing together research insights to reveal relationships, inefficiencies, and key areas for intervention.
This gigamap unpacks the college stationery store through five interconnected systems, bringing together research insights to reveal relationships, inefficiencies, and key areas for intervention.
This gigamap unpacks the college stationery store through five interconnected systems, bringing together research insights to reveal relationships, inefficiencies, and key areas for intervention.
td;lr
td;lr
td;lr
td;lr
What did we learn till now
What did we learn till now
What did we learn till now
Interventions focused on workflow, space, self-service, categorization, and user movement to streamline operations and reduce congestion.
The matrix created meaningful friction. Designers paused, looked into it, reconsidered, and sometimes changed direction, making common but hidden biases visible and broadening perspectives.
Interventions focused on workflow, space, self-service, categorization, and user movement to streamline operations and reduce congestion.
What are we taking forward
What are we taking forward
What are we taking forward
Leverage points targeted faster transactions, streamlined layouts, controlled flow, accessible materials, and staff readiness for greater system impact.
MAP is a micro lens for individual decisions. Larger, more complex decisions require a broader, macro-level view across the project. Where a high stakes decision is being tested and checked.
Leverage points targeted faster transactions, streamlined layouts, controlled flow, accessible materials, and staff readiness for greater system impact.
Interventions focused on workflow, space, self-service, categorization, and user movement to streamline operations and reduce congestion.
What did we learn till now
Leverage points targeted faster transactions, streamlined layouts, controlled flow, accessible materials, and staff readiness for greater system impact.
What are we taking forward
site of intervention
site of intervention
site of intervention
site of intervention
Four key places could shift the system
Possible sites of intervention
Four key places could shift the system
Interventions focused on workflow, space, self-service, categorization, and user movement to streamline operations and reduce congestion.
Interventions focused on workflow, space, self-service, categorization, and user movement to streamline operations and reduce congestion.
Interventions focused on workflow, space, self-service, categorization, and user movement to streamline operations and reduce congestion.
leverage points
leverage points
leverage points
leverage points
Prioritizing the spot to intervene easily
Leveraging the correct spots
Leverage points targeted faster transactions, streamlined layouts, controlled flow, accessible materials, and staff readiness for greater system impact.
Leverage points targeted faster transactions, streamlined layouts, controlled flow, accessible materials, and staff readiness for greater system impact.
Leverage points targeted faster transactions, streamlined layouts, controlled flow, accessible materials, and staff readiness for greater system impact.
The aim was to bring out atleast one leverage point for every site of intervention mentioned, in order to explore all possible opportunities.
The aim was to bring out atleast one leverage point for every site of intervention mentioned, in order to explore all possible opportunities.
The aim was to bring out atleast one leverage point for every site of intervention mentioned, in order to explore all possible opportunities.
4 broad sites of intervention, 6 leverage points, mapped across Systematic Impact vs Implementation Feasibility.
4 broad sites of intervention, 6 leverage points, mapped across Systematic Impact vs Implementation Feasibility.
4 broad sites of intervention, 6 leverage points, mapped across Systematic Impact vs Implementation Feasibility.
4 broad sites of intervention, 6 leverage points, mapped across Systematic Impact vs Implementation Feasibility.
ideation
ideation
ideation
ideation
20 different ways to improvise the flow
20 solutions, rapid ideation
20 different ways to improvise the flow
Any and every idea, mismatching and connecting through sites of interventions to leverage points, all ideas put down.
Any and every idea, mismatching and connecting through sites of interventions to leverage points, all ideas put down.
Any and every idea, mismatching and connecting through sites of interventions to leverage points, all ideas put down.
core concept
core concept
core concept
core concept
Queue2; you order, collect & pay
Queue2; you order, collect & pay
A system designed to streamline customer flow, reduce congestion, and ease staff workload through a structured order–collect–pay framework, supported by clear visual cues and guidance.
A system designed to streamline customer flow, reduce congestion, and ease staff workload through a structured order–collect–pay framework, supported by clear visual cues and guidance.
A system designed to streamline customer flow, reduce congestion, and ease staff workload through a structured order–collect–pay framework, supported by clear visual cues and guidance.
Targeting workflow, spatial layout, and user movement, the system delivers a low-effort, high-impact solution.
Targeting workflow, spatial layout, and user movement, the system delivers a low-effort, high-impact solution.
Targeting workflow, spatial layout, and user movement, the system delivers a low-effort, high-impact solution.
IN → Enter & Queue
IN → Order
OUT → Collect & Pay
IN → Enter & Queue
IN → Order
OUT → Collect & Pay
IN → Enter & Queue
IN → Order
OUT → Collect & Pay
IN → Enter & Queue
IN → Order
OUT → Collect & Pay
the what
A three-stage customer flow system, order, collect, pay, with clearly marked paths, and visual guidance to manage foot traffic efficiently.
the what
A three-stage customer flow system, order, collect, pay, with clearly marked paths, and visual guidance to manage foot traffic efficiently.
the what
A three-stage customer flow system, order, collect, pay, with clearly marked paths, and visual guidance to manage foot traffic efficiently.
the what
A three-stage customer flow system, order, collect, pay, with clearly marked paths, and visual guidance to manage foot traffic efficiently.
the what
A three-stage customer flow system, order, collect, pay, with clearly marked paths, and visual guidance to manage foot traffic efficiently.
the why
It addresses systemic pain points like overcrowding, workflow issues, staff overload, and delays, ensuring smoother operations and better spatial use.
the why
It addresses systemic pain points like overcrowding, workflow issues, staff overload, and delays, ensuring smoother operations and better spatial use.
the why
It addresses systemic pain ponits like overcrowding, workflow issues, staff overload, and delays, ensuring smoother operations and better spatial use.
the why
It addresses systemic pain points like overcrowding, workflow issues, staff overload, and delays, ensuring smoother operations and better spatial use.
the why
It addresses systemic pain points like overcrowding, workflow issues, staff overload, and delays, ensuring smoother operations and better spatial use.
the how
Using visual cues, labeled paths, and strategic payment points, the new system ensures scalable, low-effort, high-impact improvements, helps the system flow smoother.
the how
Using visual cues, labeled paths, and strategic payment points, the new system ensures scalable, low-effort, high-impact improvements, helps the system flow smoother.
the how
Using visual cues, labeled paths, and strategic payment points, the new system ensures scalable, low-effort, high-impact improvements, helps the system.
the how
Using visual cues, labeled paths, and strategic payment points, the new system ensures scalable, low-effort, high-impact improvements, helps the system flow smoother.
the how
Using visual cues, labeled paths, and strategic payment points, the new system ensures scalable, low-effort, high-impact improvements, helps the system flow smoother.
MVP testing
MVP testing
MVP testing
MVP testing
I tested Queue2 from both sides of the counter
I tested Queue2 from both sides of the counter
The first concept was taken into the field to test how it worked in the real environment for both users and staff. Observation revealed where the visual cues fell short, allowing changes to be made and tested on the spot.
The first concept was taken into the field to test how it worked in the real environment for both users and staff. Observation revealed where the visual cues fell short, allowing changes to be made and tested on the spot.
The first concept was taken into the field to test how it worked in the real environment for both users and staff. Observation revealed where the visual cues fell short, allowing changes to be made and tested on the spot.
Testing involved switching perspectives, behind the counter as staff and in front of it as a student, to understand both ends of the experience. Multiple rounds of visual and behavioural adjustments helped refine the system.
Testing involved switching perspectives, behind the counter as staff and in front of it as a student, to understand both ends of the experience. Multiple rounds of visual and behavioural adjustments helped refine the system.
Testing involved switching perspectives, behind the counter as staff and in front of it as a student, to understand both ends of the experience. Multiple rounds of visual and behavioural adjustments helped refine the system.
The final prototype worked for both sides, and, Pintu Bhaiya was more than happy with it :)
The final prototype worked for both sides, and, Pintu Bhaiya was more than happy with it :)
The final prototype worked for both sides, and, Pintu Bhaiya was more than happy with it :)
we became pintu bhai ourselves too!
we became pintu bhai ourselves too!
we became pintu bhai ourselves too!
made 5+ on spot visual developments
made 5+ on spot visual developments
made 5+ on spot visual developments
next steps
next steps
next steps
next steps
It worked, Queue2 is still live!
It worked, Queue2 is still live!
The project ended, but the impact didn't. What began as a small, targeted shift within a much larger system created a ripple effect across multiple pain points.
The project ended, but the impact didn't. What began as a small, targeted shift within a much larger system created a ripple effect across multiple pain points.
The project ended, but the impact didn't. What began as a small, targeted shift within a much larger system created a ripple effect across multiple pain points.
Mapping the system helped identify one focused intervention that created impact across multiple touchpoints.
Mapping the system helped identify one focused intervention that created impact across multiple touchpoints.
Mapping the system helped identify one focused intervention that created impact across multiple touchpoints.
here's more documentation!
here's more documentation!
we became pintu bhai ourselves too!
made 5+ on spot visual developments
the impact
the impact
the impact
the impact
01
Clearer customer flow
Clearer customer flow
Clearer customer flow
Clearer customer flow
A defined order–collect–pay sequence made the store easier to navigate, giving users clearer cues at each step.
A defined order–collect–pay sequence made the store easier to navigate, giving users clearer cues at each step.
A clearer system now guides the interaction between users and the store owner, both sides of the table
A defined order–collect–pay sequence made the store easier to navigate, giving users clearer cues at each step.
02
Less friction at the counter
Less friction at the counter
Less friction at the counter
Separating key interactions eased congestion and created a smoother flow for both students and staff.
Separating key interactions eased congestion and created a smoother flow for both students and staff.
Separating key interactions eased congestion and created a smoother flow for both students and staff.
Separating key interactions eased congestion and created a smoother flow for both students and staff.
03
A shift that stayed
A shift that stayed
A shift that stayed
The intervention continued to be used after the project, turning a one-week experiment into an ongoing change.
The intervention continued to be used after the project, turning a one-week experiment into an ongoing change.
The intervention continued to be used after the project, turning a one-week experiment into an ongoing change.
The intervention continued to be used after the project, turning a one-week experiment into an ongoing change.
reflections
reflections
reflections
reflections
Value of thinking in systems
Value of thinking in systems
It's not just about designing an amazing solution and making it look good, but how it fits into the existing system, and how it fits into users' mental models
It's not just about designing an amazing solution and making it look good, but how it fits into the existing system, and how it fits into users' mental models and requirements
It's not just about designing an amazing solution and making it look good, but how it fits into the existing system, and how it fits into users' mental models
Context changes the design
Context changes the design
Testing in the real store revealed details that weren't visible on paper. The environment didn't just validate the solution, it actively shaped it.
Testing in the stationery store real-time had revealed details that weren't visible on paper. The environment didn't just validate the solution, it actively shaped it on spot for the betterment of the concept.
Testing in the real store revealed details that weren't visible on paper. The environment didn't just validate the solution, it actively shaped it.
It's not just about designing an amazing solution and making it look good, but how it fits into the existing system, and how it fits into users' mental models
Value of thinking in systems
Observing user stories and conducting interviews is not enough. Espcecially for a niche market, you need to become your users to truly empathize with their needs
Becoming the user yourself
