This article written by Carl Sherrill, was
published in "The Atlanta Business Chronicle on Sept. 02, 1991 (pg.14B):
Building Design Meets Business Strategy
Different project investments, either new
buildings or remodelings, provide different people different ideas, symbols,
and features of how to address future needs.
Generally, these ideas include features that
appeal to emotions, our sense of technology or, of major importance to business
leaders, our senses of economy and monetary value.
In architecture school we learn to configure
the building’s spaces to match technical capabilities and configure finishes t
appeal t human spirit. We also discuss urban design theory describing how
buildings relate to each other. ON the Other hand, in business school, we speak
of strategic planning t gain mastery of where and how to steer the business
over the five to ten years.
Rarely do we discuss combining these two concepts
of building configuration and business strategy. The company’s plant and
equipment is typically it’s second most valuable asset. Unless we work in a
large company, we do not often examine both the qualitative and quantitative
implications for the work place. However, if business in the 1990’s is
returning to "fundamental values". Then combining business and
building planning is necessary for proactive market management. This begins
with a through, innovative analysis and descriptions of relevant tactical and
strategic goals.
The first step to achieve such fundamental
values is an operational audit yielding specific benefits from an examination
of how the company meets demand with present operations. Many organizations do
not have the manpower to throughly and objectively undertake an operational
audit required to meet market goals. Top management should consider out-of
–house sources for this examination.
First, these and other items examined in an
operational audit, directly affect today’s on-going , direct operational cost.
An operational audit can address, but not necessarily be limited to,
management, issues such as:
1.
Personnel
locations, efficiency staff levels, and configuration
2.
How fundamental
work processes change the floor plan configuration with new computer equipment
3.
How cellular
production changes in manufacturing (or assembly) work required change in floor
space requirements.
4.
How just –in-time
delivery changes floor space requirements
5.
Providing greater
market penetration and better delivery to customers with new distribution
locations.
6.
How newly
considered leased space can specifically support expansion plans. AS most
operations managers do not build a new building everyday, insightful planners
can combine business goals, building goals and construction technology
capabilities.
The second step is for "business
designers is to prepare a comprehensive floor plan addressing these combines
issues, showing all furniture, equipment, work processes equipment storage
fixtures, etc. This management planning tool describes graphically and
quantitiatevely the new project (or site) features.
This idea of examining operational
effectiveness by means fo af floor plan may be new to some. However, one
picture is worth a thousand words. This floor pan is one picture that can save
many dollars.
Once the floor plan is developed and analyzed
to appropriate detail, follow-through with a complete set of project plans and
specifications yields further specific project management tools such as:
A) Contract requirements for building
& equipment, explicitly noting existing conditions & new work items to
be performed
B.
A resource loading
schedule (and projected cash management plan for the project).
C.
Construction
sequencing for timely equipment delivery and staging, as coordinagted with
preliminary on-site testing procedures.
D.
New aesthetic
features that create market differentiation images.
E) Coordinating on-going operations,
cost –reduction programs or new revenue generation form the project.
Further some employers experience difficulty
keeping qual9ified personnel. A remodeled company workspace with appropriate
finishes, quality lighting, furniture and support systems for new equipment can
be a major personnel recruiting asset in managed effectively, while not
necessarily bringing on high cost.
With properly configured space and equipment
noise control a major contribution is made to improve the environmental
setting, which reduces personnel turnover and enhances management’s goal to
improve work performance. The effectively designed workspace can help reduce
environmental stress and probabilities of injury, thus contributing to reduced
operations costs.
A good deal is obtained when the substantive
value of architectural and construction management services exceeds the cost.
Of course, each project is unique, and each local market has preferences.
However, by intelligently providing systemized customization and matching local
needs with managerial standards the business can be custom-fitted for optimal
performance.