3. Our Team:
Chris Brich — Architecture
Andy Bothun — Aerospace Engineering
WingYan Chan — Mechanical Engineering
Colin McQuone — Chemical Engineering
Erez Miller — Chemical Engineering
Luke Romanini — Architecture
Chris Senicka — Engineering Management
8. 3
Introduction
Greenlee aims to be the global leader in the professional tool category by
developing high quality innovative products distinguished by customer-driven design
and differentiated by supply chain excellence.
9. 4
Client’s Concern
The leader of Greenlee’s product development team,
Josh Jacobs, felt the current workspace restricted their
product design and development process. Greenlee
sponsored this IPRO and challenged us to design a
workspace that fostered collaboration and innovation.
Problem
Frame
Research
Intro
Analysis
10.
11. Problem Frame
With Greenlee’s mission statement in mind, and hearing
the voiced concern of our client, our IPRO articulated a
central question to guide our work for the rest of the
semester...
12. 7
What strategies can we use to optimize
Greenlee’s current workspace to improve
employee communication, collaboration,
and creativity?
Problem Frame
15. Research
We used a two part approach for the research phase of
our work. Through secondary research, our team set out
to understand the way people interact at work both with
other employees and with their surroundings. The team
set out to understand specifically how Greenlee works.
Our primary research consisted of observations of
Greenlee employees in their settings and interviews.
16. 11
We looked at the following secondary research topics and
sources:
Research—Secondary
17. 12
Thought leaders in the world of productive work
practices and workplace workspaces discuss their ideas
in TED Talks.
Case studies exhibiting companies with offices that
foster a productive environment and raise employee
dedication.
Information on millennials and why/how they may be
different from other generations of employees before
them.
Problem
Frame
Research
Intro
Analysis
20. 15
Research—Secondary
Thought leaders in the world of workplace strategy have identified two themes that
impact the ways businesses work in ways unnoticed.
People naturally accomplish the most work in long stretches of uninterrupted time.
Involuntary distractions, such as co-workers coming to ask a question or meetings,
disrupt the normal flow of work for employees.
Employees born in the digital age, growing up with computers, internet and cell
phones work and interact with their environment in a different way than previous
generations (Digital natives). Digital natives prefer to multitask, work and learn in
groups, while digital immigrants who grew up before the start of the digital age work
and learn in a step-by-step, individually, and one at a time.
Thought Leaders
21. 16
Jason Fried, co-founder of 37signals, leader in believing work doesn't get
done in the office anymore. He thinks If one is uninterrupted the individual
will get work done. Workers need time where they are uninterrupted to do
their work, like how people need REM cycles in their sleep. Involuntary distractions
(meetings) interrupt these cycles more then voluntary ones. “No-talk Thursday” are
a recommendation so employees have an entire day to themselves to work.
Marc Prensky, speaker and writer of learning process and education. Broke
down the working class into Digital Natives, Digital Immigrants, and Digital
Immigrants willing to adapt. Digital Natives like to multi-task, collaborate
with others, and to figure out things on their own. Digital Immigrants like to do
things by step-by-step, individually, and one at a time. They take their work more
seriously then Digital Natives. Some Immigrants are trying to adapt to the Digital
Natives’ ways, while some are still set in in their own.
Daniel Pink, writer about business, work, and management, Believes
traditional rewards aren't always as effective as previously thought for
motivational purposes. Rewarding something employees enjoy or are
passionate about can cause them to view it as work or drudgery. Workers are most
motivated when they feel a sense of autonomy, mastery, and purpose.
22. 17
Case Studies
Case studies of highly regarded work place designs and of companies that
changed their workplace layout to positive results. What lessons can be learned
from their success?
1. Includes spaces beyond the lobby that reinforce company culture and history.
2. Space should try to promote the design process or the product which the
company is trying to sell or promote.
3. Provide ample and well equipped spaces for workers to work individually or as a
team, as both work modes are significant vehicles for employee productivity.
Research—Secondary
Razorfish — Chicago, USA
Provides multiple types of areas for
employees to work individually or in
teams. Each area is also well equipped.
Urban Outfitters — Philadelphia, USA
Office promotes the style of clothing the
company aims to design.
23. 18
4. Versatility in the space is needed to accommodate individual work and group
work.
5. Employees need to step away to think differently and decompress; step back
when they are ready to work again. A connection with nature will help in a major
way.
6. Stimulating environment (lighting, color etc.) is needed. It encourages creativity
and boosts employees’ mood.
7. Amount of privacy of a workspace: some private but not all.
Dropbox — San Francisco, USA
Provides work areas that are private, but
at they same time they are open to the
layout and can be seen by other
employees.
Pallotta Teamworks — Los Angeles, USA
Pallotta offers little cubes for employees
to go to and decompress.
24. 19
Millennials
Millennials behave differently from other generations at work, both in their
relationship to their work and to colleagues. Millennials are goal oriented; enjoy
multi-tasking and collaboration, want flexibility in the workplace. Work-Life balance
is important for millennials. Millennials seek frequent feedback on their work so that
they can learn from their day-to-day experiences. Some aspects of the millennials’
behavior are misinterpreted by other generations.
Research—Secondary
25. 20
Baby Boomers Generation X Generation Y
Work Ethic and
Values
Workaholics Eliminate the task What’s next
Work Is…
An exciting
adventure
A contract/difficult
challenge
A means to an end
Leadership Style
Consensual and
Collegial
Everyone is the
same
TBD
Interactive Style
Team player and
meetings
Entrepreneur Participative
Communications In person Direct Immediate
E-mail
Voice mail
Feedback and
Rewards
Don’t appreciate it
Sorry to interrupt,
but how am I
doing?
Whenever I want it,
at the push of a
button
Messages That
Motivate
You are valued Do it your way
Will you work with
other people
Work and Family No balance Balance Balance
FDU Magazine
28. 23
Overview
After the initial research, we needed to go to the site to see
how work dynamic issues manifest themselves at the
client’s location. We looked at Greenlee specifically,
through interviews, observations and an audit of the space
to guide our earlier learning.
Research—Primary
30. 25
Interviews
We interviewed members of Product Development Group including product and
project managers, senior and junior engineers
Observations
Observations were made both at the workstation and around the facility, in order to
understand the workplace environment and culture.
Audit
The building audit included a walkthrough of Greenlee’s facilities. An examination of
the Product Design area and its connection with the rest of the building
Research—Primary
31. 26
Findings
Data collected from the interviews was analyzed by our team; themes emerged, in
areas of communication, collaboration and physical layout.
The observations brought up the issues of use/misuse of space within cubicles,
communication and attitude at work.
Findings during the audit include the lack of availability of natural light from
windows and a gap between intended use and actual use.
34. 29
Overview
Our group next studied the data gathered for larger
themes, which were supported by multiple insights from
primary and/or secondary research. These themes will
help inform our proposals. The themes discovered:
Analysis
35. 30
1. Desire for uninterrupted focus time
2. Lots of movement and work with other departments
3. Current workspaces designed for paper and not
product intensive process
4. Lack of seating organization/No rhyme or reason for
employee placement
5. Greenlee's product development process
6. Communication
7. Workspaces (Individual level)
8. Workplace Environment (Global level)
9. Work Culture at Greenlee
10. Under Utilization of Space -Innovation & Demo lab
are rarely used
Problem
Frame
Research
Intro
Analysis
36. 31
Analysis—Uninterrupted Time
1. Desire for Uninterrupted Time
In both primary and secondary research the theme of having a quiet area where
workers were not interrupted became present. Greenlee’s current layout does not
offer such an area, they do however offer it in an off site location, Eiger Labs. Three
sub-topics emerged to support this theme.
37. 32
Topic 1—Too Much Noise
Through observations and interviews with employees, general observations about
perceived noise in the workplace.
The music over the PA system
is disliked.
Employees viewed music as a
distraction.
Employees worked around the
noise to have quiet.
Employees wore headphones
to cancel out the music.
InsightObservations
Both junior and tenured
engineers showed desire for it.
The desire for a quiet
workplace is cross
generational.
Employees will look for a quiet
place to work.
Employees try to work around
the noise by seeking other
places.
38. 33
Analysis—Uninterrupted Time
Topic 2—Area Where Employees will not be Interrupted is Needed
Primary and secondary research both showed a need for areas where employees
could work and not be interrupted.
Interviews
"We will send 2-3 engineers there
(Eiger Labs) every day to focus."
— Product Manager
People work best in long stretches of
uninterrupted time chunks. Similar to
REM cycles of sleeping.
Secondary Research
Greenlee
Eiger Labs
The map shows the distance between Greenlee and Eiger labs. The facilities are on opposite
ends of Rockford.
39. 34
Secondary Research
It was found that voluntary
distractions such as social media,
etc. are not the problem. On the
other hand, involuntary distraction,
such as colleagues and meetings,
can disrupt the normal work flow.
Greenlee employees like “No Meeting
Wednesday” .
“Too many meetings and talking. I
have to use a conference room to get
my work done.
— Project Manager
Interviews
Topic 3—Involuntary Distractions are a Nuisance
Involuntary distractions such as meetings are things that can disturb the work
process. Greenlee has already started with “No Meetings Wednesday”.
40. 35
Analysis—Interaction w/ Departments
2. Lots of Interaction With Other Departments
The employees in product development work with not only other engineers but even
with other branches of the company. This causes a lot of movement within the
department and the building.
The diagram shows a floor plan of the Greenlee office. Each region that is highlighted shows a
different department that the product development group works with. Product development is
shaded green.
41. 36
Engineers communicate both
inside and outside the product
development department.
“Work with other engineers,
purchasing, marketing, and
manufacturing.”
—Tenured Engineer
Every level of the department
talks with other departments.
“I communicate with various
departments.”
-Project Manager
InsightInterviews
Interaction is not just
electronic, but physical too.
Employees have been seen
bouncing back and fourth
between departments.
InsightObservation
42. 37
Analysis—Designed for Paper
3. Current Workspace was Designed for Paper
Greenlee’s current workspace was not made for product development of tools. The
office was built like a typical business park office. The space does not support the
needs of Greenlee.
Antiquated work space.
Drafting is computerized.
Observations
Not enough storage space for
the product prototype.
An old drafting table placed in the copy
room.
A standard cubicle that is over crowded with
prototypes due to the lack of storage in them.
43. 38
The same person who works on the computer has the same amount of space as
someone working with a product.
Observation and Audit
A cubicle that is used by an employee
who mainly spends his time with papers
or on the computer.
A cubicle that is used by an employee
who spends a lot of time with prototypes.
44. 39
Analysis—Seating Organization
4. Lack of Seating Organization
The current seating in Greenlee is random and has no reason. This causes more
work for the employees and confusion for visiting guests. It sometimes leads to an
employee not being seated within their department.
The current rigid cubicle layout
makes it hard to intentionally
group people.
“People from the same
department are (randomly)
placed in different parts of the
building.”
—Project Manager
“They will just put whoever
needs a space into the new one
available.”
—Project Manager
InsightInterview
The sea of cubes makes
groups and people less visible.
There is a lack of visual cues
for navigation in the space.
Audit
45. 40
Cube sections feel like a maze. Seating is hard to navigate.
InsightObservation
Engineer was found randomly
in another department.
Diagram of where the engineers usually are sat in
Product Development (green area) and where one was
found in another department (red area).
46. 41
Analysis—Work Process
5. Work Process
Greenlee is a very product centered and driven company. The employees work on
the product’s timetable. The timetable is decided by things called “Critical to
Succeed”, or CTS for short. CTSs are criteria for a product before they can go
through a gate.
The diagram below shows a simplified version Greenlee’s design process. It also shows the
gates at which a product must pass to go to the next stage.
Business
Plan
Production
Validation
Design &
Prototype
EC’S &
Execution
Product
Launch
47. 42
“It’s a very process driven
company.”
—Product Manager There are “workarounds” in the
space that try to support the
process, and/or make it visible.
InsightInterviews
Timelines are pushed so that
products get to market, costs
minimized, and profits maxed.
48. 43
Analysis—Communication
6. Communication
Communication varies in form and effectiveness. There are three types that
Greenlee uses in its office; visual, vocal, and electronic.
Topic 1—Visual
Greenlee uses visual communication in different ways. White boards and poster
boards are used the usual way to communicate, including a “Good News” boards.
They also use flags to show that an employee is in a critical part of the design
process.
49. 44
An important form of
communication is not very
effective due to location.
“Good News” board near Josh’s
office.
Insight
Observations
Flags are used as another form
of communication to show
critical work.
Red flags being used to symbolized
important work.
White boards being used as a
check-in and out board. White boards as an update board.
50. 45
Analysis—Communication
Topic 2—Vocal
Employees will group in areas of circulation to talk about work, life, and various
topics.
Collaboration happens in
circulation spaces.
Shared workspace is a solution for an expanding company to encourage
collaboration and accommodate for different work styles.
Observation
Secondary Research
E m p l o y e e s s e e n
collaborating in a circulation
path.
51. 46
Topic 3—Electronic
Employees used electronic communication to avoid other types of communication.
Some employees even used it for something that it was made for. The full
capabilities of it have not been used.
Some employees prefer certain
electronic communication than
other forms.
“I don’t like phone or email or
meetings. IM not bad”
—Product Manager
Electronic communication used
sometimes to locate people.
Employee uses MS Link for
“stalking, for notifications, and
schedules.”
-Project Manager
InsightInterviews
Secondary Research
Use technology to display real-time information that can help employees feel
connected and informed.
52. 47
Analysis—Work Spaces
7. Work Spaces
Current work spaces at Greenlee are a hindrance to the employees, even though
only some might notice. The high walls of the cubicles were the most common
factor; both visually and audibly.
A close representation of Greenlee’s workspace.
53. 48
Employees use mirrors to see
what is behind them, due to
the position of their monitors.
Interview
“I don’t like the high walls, I can’t see anyone.”
–Project Manager
Office wall heights restrict
views across the office.
Observation
Employee uses a mirror as a
workaround so he/she can see behind
A diagram of the Savannah Principle. People feel
more comfortable when they can see great distances.
54. 49
Analysis—Work Spaces
One must circulate through the
office with your ears not your
eyes.
Any noise or occurrence between cubicles causes employees to
leave their cubicle to see what is going on.
Audit
A diagram of actions employees take to see what is happening on the
other side of walls.
Diagram of the catacomb effect the space
causes, and how a person has to circulate the
area. They must use their ears due to no visual
line.
55. 50
Secondary Research
Absence of cubicle walls lets in more natural light and creates a more open
atmosphere.
Cisco designed its office space under the traditional assumption that employees
would work in their own cubicles during regular work hours and would need
assigned work spaces with their own desks, PCs, and phones.
Cisco — San Francisco, USA The office was designed like a cubicle style workspace.
56. 51
Analysis—Environment
8. Environment
Greenlee’s current product development work area can feel oppressive. There are a
couple of ways in which the space can cause negative impacts on the employees.
Interviews and Audit
Topic 1—Windows
The windows are located in an area where employees can not get benefits from
them. Windows provide daylight and views of the outdoors which are good for
employees.
Daylight is prioritized to conference rooms and private offices.
The diagram and
picture both show the
lack of sunlight that get
through the window
a n d r e a c h t h e
employees. Almost
none gets to the back
area.
57. 52
Secondary Research
Windows are the #1 determinant of workplace satisfaction.
People have a natural want to interact with nature.
Daylight gives people positive emotions; people experiencing positive emotional
states are more productive, which can be reinforced by providing people with their
preferred work environment.
58. 53
Analysis—Environment
Topic 2—Greenlee Impact
The Product Development space and most other departments offer almost no
indication that the employees work at Greenlee.
Observations
Green walls are the only feature of
the space that remind employees
they work for Greenlee.
Secondary Research
Skype’s office design is based on
the spirit of Skype, how it is a
useful and playful tool that
connects the world.
Greenlee’s current area only provides
one thing that says Greenlee and that’s
the green wall.
Skype — Stockholm, Sweden
The office reflects the company’s culture
and makes people know where they are.
59. 54
Greenlee can also do more to make the environment better for the employees and
the business.
Offer places that are calming,
through the materials, textures,
colors, lighting, and views.
Design informal areas for
socialization, both in person
and virtually.
Secondary Research
Slovenia C.O.C. — Ljubljana, Slovenia
A very soothing place due to lighting, color,
and design.
AOL Venture — New York City, USA
The office offers areas for socialization.
60. 55
Analysis—Work Culture
9. Work Culture
Greenlee’s culture is one that employees like, it has achieved this through their
professionalism, community of the company, and various other ways.
Greenlee is “Proud, leading,
innovative, enthusiastic”
—Junior Engineer
Interviews
"It’s a big company with a small
company feel."
—Product Manager
A diagram of words employees
used to describe Greenlee.
61. 56
Younger employees tend to work
together as a means of
collaboration.
There is a general understanding
of self-accountability among
Greenlee employees
Flextime gives employees a sense
of less stress.
Observation Insights
Greenlee trusts that the employees
will do their work, and get it done
when it needs to be done.
The junior employees like to work
together and communicate with
one another.
62. 57
Secondary Research
Giving feedbacks to millennial
employees can improve their
work performance.
Provide ample space and well
equipped spaces for all
workers to work.
Include spaces beyond the
lobby that reinforce the
purpose, history, and culture of
the company .
Greenlee does not provide suited
workspace for some employees to
work. The most prevalent example
is the innovation lab, which we
were asked to address.
Josh has a ‘good work done’
board .
Greenlee
Case Studies
The entrance does a great job of enforcing
the culture and history of Greenlee, but this is
lacking in rest of the space.
Analysis—Work Culture
64. 59
Analysis—Utilization of Space
10. Under Utilization of Space
Some spaces at Greenlee are poorly utilized by the company. There are various
items and rooms that employees to not use to their full capacity.
Observations
Employees tend to fill up their cubicles with documents and products
Dated material occupies space and
doesn't really have a good use.
Cubicle filled with prototypes
because there is no storage for
them.
65. 60
Observations
Has good places to relax outside (Gazebo and Park) but not easily accessible.
Many underutilized or poorly utilized storage shelves all throughout the office
Greenlee’s gazebo and porch.The pathway to the gazebo.
66. 61
The innovation lab is “a junk garage that has been cleaned up...but it doesn't have
a new purpose."
—Tenured Engineer
"I like to go for a walk or sit in a quiet place with coffee to relax".”
—Project Manager
Interviews
The Innovation Lab storage area. The Innovation Lab that no one uses.
Analysis—Utilization of Space
72. 67
Concept
Current Workplace Breakdown
The current breakdown of the workstations at Greenlee. The area is a sea of cubes
that is broken up by the private office along the wall.
73. 68
Private vs. Shared Area
The space is mainly private areas with only two shared areas.
79. 74
Underutilized Space
The Innovation Lab also contains space that is not being used to full capacity. The
extra loading and spare room are both examples of it.
82. 77
Concept—Overall
Removal of Walls
The first thing is the removal of the wall that hinders the sunlight. Upon removal it
lets more natural light into the space.
83. 78
Removal of Walls
The copy/printing room wall can be removed, to open up the space to make more
area for additional workstations.
85. 80
Stairs to connect Innovation Lab and Product Development
Additionally, the Innovation Lab and Product Development department could be
connected by a stairway to make them easy accessible for the employees.
87. 82
Overall Change
The removal of certain walls, migration from a sea of cubicles to a set of work
modes, and connecting the two areas by a stairs are three items that each scheme
use.
90. 85
Concept—Scheme 1
Area of Current Workstation
The current cubicles take up 50 sq. ft. of area in the layout.
91. 86
Proposed Workstation
The proposed workstations offer 6 sq. ft. of work surface. This work mode is for
employees who spend most of their time on a computer or with paper.
93. 88
Work Modes
This plan shows the how we have migrated from sea of cubicles to employing work
modes. In aggregate, the work modes provide choice and address seemingly
conflicting needs like uninterrupted time and fostering communication.
95. 90
Seating Breakdown
Throughout the workspace there are areas of both private and communal
workstations. Shared space is a vital competent to collaborative and communicative
functions, which Greenlee PD groups has virtually none of today.
96. 91
Concept—Scheme 1
Circulation
The circulation is more open for the employees gives an easy view of the office from
almost everywhere and allows the daylight to be visible to the entire area.
97. 92
Innovation Lab Breakdown
The Innovation Lab now has more areas for different styles of work. It offers areas
for tool storage as team concentration areas.
108. 103
Concept—Scheme 2
Seating Breakdown of Scheme 2
The new scheme has a mixture of assigned workstations and impromptu stations
through out the area. It offers 40 spots for assigned spots and an addition 66 spots.
109. 104
Work Modes
The new layout offers multiple work modes instead of the three that the current
workspace offers.
116. 111
Concept—Scheme 2
Cut-away of Innovation Lab and Product Development
The new layout now has a stairway that connects the Innovation Lab and Product
Development area.
117. 112
Innovation Lab
The Innovation Lab is now zoned the stairway. It also has sequestered areas for
private work of individuals or groups. The proposed space also adds storage space
for tools.
128. 123
Draft table in the photocopy room
Storage cabinets in the photocopy room
Narrow hallway Employee use mirror in cubicle to see what
is behind him
Appendix
129. 124
Employee stores products inside
cubicle
Not enough storage space
Empty cubicle for storage Bookshelves for old books and
magazines
130. 125
Messy cubicle Empty cubicle
Most cubicles have 2 chairs Cubicle with high wall and straight table
Appendix
132. Tables facing wall with divider Cubicle next to window
White board outside cubicle with contact
information
Newspaper of 2013 on the
notice board
Appendix
133. White board and time table outside meeting
room
Sign in/out board next to front door
Red flag outside cubicle for “Critical Path” Hanging filing cabinet outside cubicle
134. 129
Meeting Room View outside meeting room
Gazebo outside the building Outside the building
Appendix
138. 133
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