Rebekah Sosa’s Portfolio


Jiffy Lube’s internal company guidelines state that it takes 8 minutes or less “hood up to hood down” to complete a Signature Service oil change. This is rarely the reality for customers. The oil change experience is often inconsistent and not always pleasant. The high-pressure environment can also be stressful for employees and lead to costly mistakes. During the research phase of this project my classmate went in for an oil change and ended up needing a new engine due to a small error made by the mechanic. How might we improve the oil change experience for both customers and employees while improving Jiffy Lube’s bottom-line?


While I’ve taken my car into Jiffy Lube many times, I wanted to ensure there weren’t any gaps in my understanding of the oil change process. I visited multiple Jiffy Lube locations where I was able to to observe and document the process of getting an oil change and conduct informal interviews with customers and staff.



After conducting field research, my team created a service diagram to highlight both the customer and employee journey. We documented digital and physical artifacts as well as key interactions throughout the experience.


After gathering insights we created personas based on both the customer and the employee. Creating personas from both internal and external perspectives helped us empathize and think through out of the box solutions.


Our team identified multiple opportunities to increase Jiffy Lube’s bottom-line and improve the experience for customers and employees. These solutions include improving traffic flow onsite at Jiffy Lube locations, creating more consistency in service, and improving the customer experience inside the service center.


Traffic outside of Jiffy Lube locations is one of the first hurdles customers and employees face. Having a designated employee checking in with every driver entering the premesis inhibits employees from working in shop and leads to longer customer wait times. If the wait time is too long, customers often leave and are forced to go through the same experience at another location. This is time consuming and ineffecient for both parties.

A timer outside of the building could notify customers of wait times and significantly reduce the amount of time representatives spend managing traffic. Customers would be able to quickly check availability and make an informed decision about getting their car serviced without the hassle of driving in. Employees could stay more focused on getting cars through the bay and keeping the service flow moving seamlessly.


Jiffy Lube operates on a ‘first come first served’ basis resulting in high traffic during peak hours and very little business during off hours. This leads to inconsistent wait times for customers and staffing issues for management.

Implementing a reservation system would result in more consistent wait times for customers. Managers would be able to staff appropriately throughout the week improving the expectations and morale of employees. A reservation system would help Jiffy Lube avoid peaks and valleys in their workflow and plan for more consistent revenue streams.


The feedback we received regarding the waiting area was that it was uninspiring and somewhat cold. The chairs in the room are often set up in a circle, creating an odd dynamic in the room. Most Jiffy Lube locations offer wifi, adding tables would allow customers to easily get work done while they are waiting for their car to be serviced. Some Jiffy Lube locations had children’s books, but they were often placed in a crate on the floor or on a side table. A small play area would provide entertainment for children and less stress for parents.




Analyzing the Jiffy Lube experience through a service design lens is useful because it illuminates both customer and employee experiences. While our group focused primarily on efficiencies and creating a consistent revenue stream for franchise locations, several other key factors need to be taken into consideration:

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